In recent years, the role of internal communication has become more complex. She can not just be the tool for transmitting information from the hierarchy all employees. His real challenge is that of membership of employees at the company and its values. The goal: to encourage them to invest and thus motivate them.
In the current highly fluid, characterized by numerous mergers, restructuring and innovation, the relationship of employees the company has changed. Since the 90s, the speech did more to consumers only limited to communication on products but has sought to convey an overall picture of the company. The reorientation of internal communication flows from this development.
Internal communication is a vehicle for mobilization, but the manager has been vital for the individual motivation of its staff, mainly because of its relationship with them daily
To successfully develop the involvement of employees through communication, we must first reflect on what creates motivation. An employee will be motivated if he knows why and to what he's working. We must therefore give meaning to what is requested by entering its contribution in a company project.
Showing posts with label Chapter 8. Show all posts
Showing posts with label Chapter 8. Show all posts
Saturday, April 24, 2010
Wednesday, April 21, 2010
Need for Achievement
A section titled, “The Need for Achievement” in chapter 8 caught my attention. Making perfect sense, but still interesting, was the fact that entrepreneurs have a higher need for achievement than other workers. The three common characteristics mentioned include, “they prefer working on tasks of moderate difficulty, they prefer situations in which performance is due to their efforts rather than other factors, and they desire more feedback on their successes and failures.” A person who challenges themselves, wants rewards based on efforts, and wants honest feedback is much more likely to be successful than someone who does not strive to achieve. I believe that anyone could relate to these characteristics as long as the objective is of interest to them and something they are passionate about.
The reason this section caught my attention is because I have been doing a lot of research of what it takes to be an entrepreneur. What I have found is people have a more successful career working on something they are passionate about than when they are rewarded by extrinsic factors such as a large pay check. While trying to figure out my career path, I have made this concept the basis of how I choose.
The reason this section caught my attention is because I have been doing a lot of research of what it takes to be an entrepreneur. What I have found is people have a more successful career working on something they are passionate about than when they are rewarded by extrinsic factors such as a large pay check. While trying to figure out my career path, I have made this concept the basis of how I choose.
Monday, April 5, 2010
Frederick Herzberg’s Motivator-Hygiene Theory
In chapter eight it covers individual and group theories involving different roles of motivation. An interesting theory I came across was Frederick Herzberg’s Motivator-Hygiene Theory. He found distinct factors like achievement, responsibility, and recognition in job satisfaction and dissatisfaction. These factors he listed are associated with strong effort and good performance. I thought this was very interesting because he hypothesized that if a company can motivate employees with these factors it can move an individual from a state of no satisfaction to satisfaction and increase performance. Herzberg also discussed hygiene factors as non motivational in job satisfaction or dissatisfaction. I believe hygiene can influence ones job satisfaction in the work environment. Being around people with grouse hygiene will not only effect that person but others around as well.
Kreitner, Robert. Organizational Behavior. 9th ed. Vol. 1. New York: McGraw-Hill Irwin, 2010.
Kreitner, Robert. Organizational Behavior. 9th ed. Vol. 1. New York: McGraw-Hill Irwin, 2010.
Wednesday, March 24, 2010
Maslow's Hierarchy of Needs
Chapter 8 discusses a range of information in regards to Organizational Behavior. One of the subjects that stood out to me was "Maslow's Hierarchy of Needs." "Abraham Maslow developed a theory of personality that has influenced a number of different fields" (Simons 1). One of those topics that constantly debates Maslow's theory is of course business. Maslow wrote that the needs of human being can be classified as: physiological, safety, needs of love and affection, nees for esteem, and needs for self-actualization.
There is much debate to Maslow's Hierarchy. Some feel that it accurately defines human behavior and has "a high level of practicality" (Simons 1). Others, including myself, feel that human behavior evolves too quickly, and there are some many personality differences with human beings, there's no true way of prioritizing their needs nor their actions. Physiological needs of course are always the first priority when it comes to humans. Without water and food, it's impossible to survive. This however, is not the debate I wish to bring up. Its the last "needs" and how they are prioritized that I wish to discuss.
I don't no believe that its possible to prioritize human's needs, nor correlate it to human behavior. This was a very interesting read.
Maslow's Hierarchy of Needs."Janet A. Simons, Donald B. Irwin and Beverly A. Drinnien
West Publishing Company, New York, 1987
There is much debate to Maslow's Hierarchy. Some feel that it accurately defines human behavior and has "a high level of practicality" (Simons 1). Others, including myself, feel that human behavior evolves too quickly, and there are some many personality differences with human beings, there's no true way of prioritizing their needs nor their actions. Physiological needs of course are always the first priority when it comes to humans. Without water and food, it's impossible to survive. This however, is not the debate I wish to bring up. Its the last "needs" and how they are prioritized that I wish to discuss.
I don't no believe that its possible to prioritize human's needs, nor correlate it to human behavior. This was a very interesting read.
Maslow's Hierarchy of Needs."Janet A. Simons, Donald B. Irwin and Beverly A. Drinnien
West Publishing Company, New York, 1987
Friday, February 26, 2010
Motivate me to be satisfied
There are so many ways to motivate your workers. You could crack the proverbial whip (or a real one), you could coddle them and always tell them they're doing a good job, or you could concoct an elaborate Saw-style death-laden scenario in which your employees have to complete TPS reports or risk the gruesome deaths of family members and pets before their very eyes. This strategy, while extremely effective, violates a few societal taboos, and... you know... laws...
That presentation better be on my desk by 4:00, or THIS happens
(image courtesy of moviesonline.ca)
All horrific off-color humor aside, chapter eight of the renowned text Organizational Behavior by legendary battle-mages Kreitner and Kinicki is a valuable source for learning "motivate character" spells. Just make sure the target of your spell is under level 21, and has at least 5 less charisma than you, excluding enchantments (yes, I'm a nerd).
Once again, putting all nerdy and horror-related jokes to one side, let's get down to business on this whole concept of motivation and satisfaction. Of course, we are all going to get jobs at some point. I could make all kinds of snide remarks about the economy, and how job interviews are going to be more like episodes of American Gladiator in order to land even a fry-cook job; but, once the economy turns around (and it will), we are all going to be working somewhere, and for most of us, that "somewhere" is going to be an office of some kind. Not everyone is going to get a job headbutting sharks or knife-fighting terrorists.
Just another day at the office... for ME anyway
(image courtesy of chuckpalahniuk.net)
As stated in my previous post, working in an office tends to be awful. But not always. This brings us to the precipice of an important workplace topic: motivation. What motivates an employee to do well in his job? The answer won't surprise you. Of course, it's job satisfaction, but what contributes to job satisfaction? What makes us satisfied- or dissatisfied, for that matter- with our jobs?
Everyone goes to work for different reasons. Some people simply want steady income, while others want to contribute to something bigger than themselves. Others enjoy the teamwork, and still others want to be part of a unit and feel wanted. All of these reasons are equally valid, and they all satisfy psychological needs of some kind. The book covers multiple models of needs and interpersonal dynamics in Chapter 8, but I want to focus this discussion to laser-point accuracy on one aspect that I found very interesting: the concept of iniquity on the job.
When on the job, one thing we will inevitably do is compare ourselves to others, as a gauge of our performance and other factors. It comes down to a theory called Adams's Equity Theory of Motivation. This theory has two primary focuses: inputs and outcomes. As stated in the book,
"An employee's inputs, for which he or she expects a just return, include education/training, skills, creativity, seniority, age, personality traits, effort expended, and personal appearance. On the outcome side of the exchange, the organization provides such things as pay/bonuses, fringe benefits, challenging assignments, job security, promotions, status symbols, and participation in important decisions." -Pg. 218
So it comes down to a really simple concept that all of us have been grappling with our entire lives- you give something and expect to get something back. Your inputs should determine your outcomes. When you put something into an activity, you expect the reward to be, at least, on par with your commitment. You want to be recognized and rewarded for the things that you do. In essence, rewards should match effort.
There are exceptions
(image courtesy of nylottery.com)
This is where the concept of iniquity comes into play. Sure, you get a paycheck and plush cubicle, but you want to FEEL like you're be recognized for you achievements. Once you start to feel that you're being passed up for less-qualified-but-better-connected coworkers that keep getting promoted above you, you'll start to become less motivated. This is a slippery slope that can lead to a low self-image. Imagine if you came in two Saturdays in a row last quarter to help out John from accounts payable with some work he was unable to do while skiing in Tahoe. He helped you out a few months ago, when your mother died and you went to her funeral, so it was only fair. Well, you come into work only to find that he gets promoted because of his "stellar effort." Chances are, you'd start to get really pissed off, and you might even have a word with corporate about it, to explain that the awesome presentation he gave at the last quarterly meeting was actually the result of two of YOUR Saturdays, and on one of them, you couldn't be with your kids. All while that douchebag John was skiing.
AAAAAAAAAAARRRRRRRRRRRRRRGGGGGGGGGGGGG!!!11!!1ONE!!11
(Image courtesy of i.dailymail.co.uk)
This lovely little scenario is called "negative inequity." Essentially, you both did similar amounts of work. He covered for you while you went to a funeral, and so you covered for him while he went skiing. Of course, he got promoted and you didn't (and he got promoted for YOUR work, which is absurd). So you're inevitably going to compare yourself to him and say, "Hey, we've been doing just about the same amount of work, and that douche gets promoted over me!" It makes you so mad, you could mock a toddler and punch a puppy. Or punch John.
(Image courtesy of i.dailymail.co.uk)
Because this scenario would undoubtedly discourage you, you are now less motivated. You now feel that your inputs are not met with the same outcomes when you compare yourself to John. He has a nice corner office, and you're still in your cubicle. This would actually lead to less inputs on your part. Since you feel that the hard work you did on those Saturdays went largely unnoticed, guess how likely it is that you'd do it again? Not very. That's correct- you have lost your motivation, because your hard work was practically ignored.
This is an important lesson to learn, both for employees and those that manage them. From the standpoint of the employees, it's important to realize that your outcomes are often directly tied to the inputs that management PERCEIVES you are contributing. If you did John's work on those Saturdays and didn't tell anyone about it, then management would logically assume it was John that did it (even while he was away skiing, which makes him look even better). From the management standpoint, it's important to know where those inputs are coming from. Did the employee have help? If they did, then it's important to acknowledge and reward all involved in a project, no matter how small, because this makes the employees feel as though their inputs are being recognized, and that they matter in the workplace.
This has to do with a term I'm inventing right now as I'm writing this called, "Input Opacity." Input opacity is the visibility of your inputs in the workplace. If you're going above and beyond your job description, it's your responsibility to make sure that someone knows about it. I'm not saying you should parade around the office lauding every one of your accomplishments, but sometimes it's as easy as saying to your boss, "Hey, I'm going to come in on Saturday to help John out with his presentation, OK?" If your contributions are invisible, then management is going to wonder what you're doing there in the first place. Therefore, make them opaque and visible.
Make sure that your contributions can be linked back to you, and chances are that you'll be recognized for them. Keep in mind that managers have to keep track of a lot of people and a lot of tasks, and they aren't known for going out of their way to track down who did the middle 7 slides of a Powerpoint presentation. Making sure that management knows who did what ensures recognition for accomplishments, which will make you more satisfied with your job, which will.... MOTIVATE YOU TO KEEP DOING A GOOD JOB!
That presentation better be on my desk by 4:00, or THIS happens
(image courtesy of moviesonline.ca)
All horrific off-color humor aside, chapter eight of the renowned text Organizational Behavior by legendary battle-mages Kreitner and Kinicki is a valuable source for learning "motivate character" spells. Just make sure the target of your spell is under level 21, and has at least 5 less charisma than you, excluding enchantments (yes, I'm a nerd).
Once again, putting all nerdy and horror-related jokes to one side, let's get down to business on this whole concept of motivation and satisfaction. Of course, we are all going to get jobs at some point. I could make all kinds of snide remarks about the economy, and how job interviews are going to be more like episodes of American Gladiator in order to land even a fry-cook job; but, once the economy turns around (and it will), we are all going to be working somewhere, and for most of us, that "somewhere" is going to be an office of some kind. Not everyone is going to get a job headbutting sharks or knife-fighting terrorists.
Just another day at the office... for ME anyway
(image courtesy of chuckpalahniuk.net)
As stated in my previous post, working in an office tends to be awful. But not always. This brings us to the precipice of an important workplace topic: motivation. What motivates an employee to do well in his job? The answer won't surprise you. Of course, it's job satisfaction, but what contributes to job satisfaction? What makes us satisfied- or dissatisfied, for that matter- with our jobs?
Everyone goes to work for different reasons. Some people simply want steady income, while others want to contribute to something bigger than themselves. Others enjoy the teamwork, and still others want to be part of a unit and feel wanted. All of these reasons are equally valid, and they all satisfy psychological needs of some kind. The book covers multiple models of needs and interpersonal dynamics in Chapter 8, but I want to focus this discussion to laser-point accuracy on one aspect that I found very interesting: the concept of iniquity on the job.
When on the job, one thing we will inevitably do is compare ourselves to others, as a gauge of our performance and other factors. It comes down to a theory called Adams's Equity Theory of Motivation. This theory has two primary focuses: inputs and outcomes. As stated in the book,
"An employee's inputs, for which he or she expects a just return, include education/training, skills, creativity, seniority, age, personality traits, effort expended, and personal appearance. On the outcome side of the exchange, the organization provides such things as pay/bonuses, fringe benefits, challenging assignments, job security, promotions, status symbols, and participation in important decisions." -Pg. 218
So it comes down to a really simple concept that all of us have been grappling with our entire lives- you give something and expect to get something back. Your inputs should determine your outcomes. When you put something into an activity, you expect the reward to be, at least, on par with your commitment. You want to be recognized and rewarded for the things that you do. In essence, rewards should match effort.
There are exceptions
(image courtesy of nylottery.com)
This is where the concept of iniquity comes into play. Sure, you get a paycheck and plush cubicle, but you want to FEEL like you're be recognized for you achievements. Once you start to feel that you're being passed up for less-qualified-but-better-connected coworkers that keep getting promoted above you, you'll start to become less motivated. This is a slippery slope that can lead to a low self-image. Imagine if you came in two Saturdays in a row last quarter to help out John from accounts payable with some work he was unable to do while skiing in Tahoe. He helped you out a few months ago, when your mother died and you went to her funeral, so it was only fair. Well, you come into work only to find that he gets promoted because of his "stellar effort." Chances are, you'd start to get really pissed off, and you might even have a word with corporate about it, to explain that the awesome presentation he gave at the last quarterly meeting was actually the result of two of YOUR Saturdays, and on one of them, you couldn't be with your kids. All while that douchebag John was skiing.
AAAAAAAAAAARRRRRRRRRRRRRRGGGGGGGGGGGGG!!!11!!1ONE!!11
(Image courtesy of i.dailymail.co.uk)
This lovely little scenario is called "negative inequity." Essentially, you both did similar amounts of work. He covered for you while you went to a funeral, and so you covered for him while he went skiing. Of course, he got promoted and you didn't (and he got promoted for YOUR work, which is absurd). So you're inevitably going to compare yourself to him and say, "Hey, we've been doing just about the same amount of work, and that douche gets promoted over me!" It makes you so mad, you could mock a toddler and punch a puppy. Or punch John.
(Image courtesy of i.dailymail.co.uk)
Because this scenario would undoubtedly discourage you, you are now less motivated. You now feel that your inputs are not met with the same outcomes when you compare yourself to John. He has a nice corner office, and you're still in your cubicle. This would actually lead to less inputs on your part. Since you feel that the hard work you did on those Saturdays went largely unnoticed, guess how likely it is that you'd do it again? Not very. That's correct- you have lost your motivation, because your hard work was practically ignored.
This is an important lesson to learn, both for employees and those that manage them. From the standpoint of the employees, it's important to realize that your outcomes are often directly tied to the inputs that management PERCEIVES you are contributing. If you did John's work on those Saturdays and didn't tell anyone about it, then management would logically assume it was John that did it (even while he was away skiing, which makes him look even better). From the management standpoint, it's important to know where those inputs are coming from. Did the employee have help? If they did, then it's important to acknowledge and reward all involved in a project, no matter how small, because this makes the employees feel as though their inputs are being recognized, and that they matter in the workplace.
This has to do with a term I'm inventing right now as I'm writing this called, "Input Opacity." Input opacity is the visibility of your inputs in the workplace. If you're going above and beyond your job description, it's your responsibility to make sure that someone knows about it. I'm not saying you should parade around the office lauding every one of your accomplishments, but sometimes it's as easy as saying to your boss, "Hey, I'm going to come in on Saturday to help John out with his presentation, OK?" If your contributions are invisible, then management is going to wonder what you're doing there in the first place. Therefore, make them opaque and visible.
Make sure that your contributions can be linked back to you, and chances are that you'll be recognized for them. Keep in mind that managers have to keep track of a lot of people and a lot of tasks, and they aren't known for going out of their way to track down who did the middle 7 slides of a Powerpoint presentation. Making sure that management knows who did what ensures recognition for accomplishments, which will make you more satisfied with your job, which will.... MOTIVATE YOU TO KEEP DOING A GOOD JOB!
Thursday, February 25, 2010
Foundation of motivation
In chapter 8 it talked about motivation and one part that I really connected was the goal setting portion of the chapter. Setting a goal is a great motivator, its steers you in the right direction and you don’t lose focus on it. I do believe that you have to be specific and have a slight challenge with your goal or else you’ll find a way to be lazy or cheat. It’s always good to tell someone your goal because then they can give you feedback if you’re on track or procrastinating. It’s also always good to check back and see how you’re doing yourself by keeping a mental note or writing down what you accomplished as each week goes by. Being committed to your goal is also important, can’t lose focus or else you’re going to have the habit of setting a goal and forgetting it after a while.
Wednesday, February 24, 2010
Maslow's Hierarchy
Abraham Maslow developed a pyramid structure of needs that describe his personality theory. His theory involves 5 steps, starting at the bottom of a pyramid and working there way up. First, is the physiological need, biological needs such as oxygen, water, and a consistent body temperature. Second, is the need for safety. Safety may include have a home, trusting friends, and a secure family life. Third, is the need of love, affection, and belonging. Maslow states that people seek to overcome feelings of loneliness and alienation. This involves both giving and receiving love, affection and the sense of belonging. Next, is the needs for esteem. This includes both self-esteem and esteem from peers. The last is the need for self-actualization, doing what a person was born to do.
After taking a deeper look into Maslow's pyramid, I became interested in reasons why people do not reach the top. One article I found written by Janet Simons, Donald Irwin, and Beverley Drinnien discusses how education can at times stop students from reaching self-actualization. Maslow believes education should be switched from usual person-stunting tactics to person-growing approaches. "Maslow states that educators should respond to the potential an individual has for growing into a self-actualizing person of his/her own kind" (Simmons). Maslow also gives 10 ways that educators can do this:
1. We should teach people to be authentic, to be aware of their inner selves and to hear their inner-feeling voices.
2. We should teach people to transcend their cultural conditioning and become world citizens.
3. We should help people discover their vocation in life, their calling, fate or destiny. This is especially focused on finding the right career and the right mate.
4. We should teach people that life is precious, that there is joy to be experienced in life, and if people are open to seeing the good and joyous in all kinds of situations, it makes life worth living.
5. We must accept the person as he or she is and help the person learn their inner nature. From real knowledge of aptitudes and limitations we can know what to build upon, what potentials are really there.
6. We must see that the person's basic needs are satisfied. This includes safety, belongingness, and esteem needs.
7. We should refreshen consciousness, teaching the person to appreciate beauty and the other good things in nature and in living.
8. We should teach people that controls are good, and complete abandon is bad. It takes control to improve the quality of life in all areas.
9. We should teach people to transcend the trifling problems and grapple with the serious problems in life. These include the problems of injustice, of pain, suffering, and death.
10. We must teach people to be good choosers. They must be given practice in making good choices.
If all educators followed this 10 step guideline, then young people would feel free to express themselves and not hold back. Starting at a young age, kids go to school and are taught things one way. Not all people learn at the same pace,and some people learn better by seeing or hearing. We go to school and think we have to graduate high school and then go to college in order to be successful. If people were taught to believe in themselves and strive to accomplish what really makes them happy, then the fifth need of self-actualization would come more naturally. people would still go to college because there are still going to be people who want to be doctors. I think more people would like school of they felt they could express themselves without feeling they are wrong.
After taking a deeper look into Maslow's pyramid, I became interested in reasons why people do not reach the top. One article I found written by Janet Simons, Donald Irwin, and Beverley Drinnien discusses how education can at times stop students from reaching self-actualization. Maslow believes education should be switched from usual person-stunting tactics to person-growing approaches. "Maslow states that educators should respond to the potential an individual has for growing into a self-actualizing person of his/her own kind" (Simmons). Maslow also gives 10 ways that educators can do this:
1. We should teach people to be authentic, to be aware of their inner selves and to hear their inner-feeling voices.
2. We should teach people to transcend their cultural conditioning and become world citizens.
3. We should help people discover their vocation in life, their calling, fate or destiny. This is especially focused on finding the right career and the right mate.
4. We should teach people that life is precious, that there is joy to be experienced in life, and if people are open to seeing the good and joyous in all kinds of situations, it makes life worth living.
5. We must accept the person as he or she is and help the person learn their inner nature. From real knowledge of aptitudes and limitations we can know what to build upon, what potentials are really there.
6. We must see that the person's basic needs are satisfied. This includes safety, belongingness, and esteem needs.
7. We should refreshen consciousness, teaching the person to appreciate beauty and the other good things in nature and in living.
8. We should teach people that controls are good, and complete abandon is bad. It takes control to improve the quality of life in all areas.
9. We should teach people to transcend the trifling problems and grapple with the serious problems in life. These include the problems of injustice, of pain, suffering, and death.
10. We must teach people to be good choosers. They must be given practice in making good choices.
If all educators followed this 10 step guideline, then young people would feel free to express themselves and not hold back. Starting at a young age, kids go to school and are taught things one way. Not all people learn at the same pace,and some people learn better by seeing or hearing. We go to school and think we have to graduate high school and then go to college in order to be successful. If people were taught to believe in themselves and strive to accomplish what really makes them happy, then the fifth need of self-actualization would come more naturally. people would still go to college because there are still going to be people who want to be doctors. I think more people would like school of they felt they could express themselves without feeling they are wrong.
Tuesday, February 23, 2010
Maslow's hierarchy: Inaccurate?
Maslow offers his model in a pyramid form. On the bottom is what Maslow says "we" strive to satisfy first. The physiological needs like food, water, breathing, etc. It continues with: safety, love/acceptance, self-esteem, and self-actualization. Although many people find this to be dead-on accurate, I find it off. I think that his model is the ideal order people should satisfy needs rather than the way people do. Think of the people who spend hundreds of dollars on a purse. Are these people putting their safety of physiological needs before their need to "look good" or feel accepted? To some people, safety comes second to their material wants. For this reason, his model seems to be outdated. I know many people who will eat poorly because they are saving up for their next big purchase, which is not a new stove or refrigerator, but something satisfying their self-esteem needs. This can be seen in college students on a tight budget quite often. Ramen noodles for dinner every night is worth it for a student who can't afford something they want and normal food shopping.
Perhaps Maslow thought that this was a good order for people to satisfy their needs, it does after all make sense. It puts people's needs before their wants, which is what most people have trouble doing. A lot has changed in people since this was created in 1943. People have become liberated and more free, more open about certain beliefs and the ability to buy whatever they want. I also believe people lived by his model more often at the time it was presented. However now, it seems to be more of the ideal rather than the widely practiced.
Source:
http://www.netmba.com/mgmt/ob/motivation/maslow/
Monday, February 22, 2010
What to Expect?
Expectancy is something each one of us will encounter on a daily basis in a work environment. Expectancy is where "an individual's belief that a particular degree of effort will be followed by a particular level of performance." Effort is a key factor to the success of a company because it requires a desire to exceed expectations. Often people contribute less effort creating a lower standard when doing business. Companies can lack growth opportunities or goals for their employees which may result in co-workers poor motivation and sets their standards low. Effort is what the cooperation's need to increase efficiency within the business. Having a passion for what you do often increases the work output but unfortunately that is not the case for everyone. Some influences on employee's expectations are self-esteem, self-efficiency, previous knowledge and success completing the task, help from supervisors during the process, the necessary materials and paperwork for the project. All of these can improve what is expected by increasing the success and efficiency of the employees.
The Need for Achievement
David McClelland's research on the need for achievement has determined that achievement-motivated people have in common the following: a preference for working on tasks of moderate difficulty, a preference for situations in which performance is due to their efforts rather than other factors, such as luck; and they desire more feedback on their successes and failures.
In "A Red Flag in the Brain Game," Hamm discusses the U.S' decreasing achievement success in college programming contests. He sheds light on many factors contributing to the problem, including the : "the thrill factor, or lack thereof. Given the opportunity to make a mint on Wall Street or land a comfortable academic job, many math and science students are turning away from software" (Hamm).
This also ties in to Dan Pink's speech on motivation on how most studies showed that those who attempted to complete a task with extrinsic motivation performed more poorly in comparison to those who did not. Pink also shares some company methods that have lead to achievement success. He stresses that autonomy, mastery, and purpose are key--it's not all about the money. I think that the managers today should keep this in mind when trying to rally achievement success within the company.
Source: Hamm, Steve. "A RED FLAG IN THE BRAIN GAME." BusinessWeek 3982 (2006): 32-35. Academic Search Complete. EBSCO. Web. 22 Feb. 2010.
In "A Red Flag in the Brain Game," Hamm discusses the U.S' decreasing achievement success in college programming contests. He sheds light on many factors contributing to the problem, including the : "the thrill factor, or lack thereof. Given the opportunity to make a mint on Wall Street or land a comfortable academic job, many math and science students are turning away from software" (Hamm).
This also ties in to Dan Pink's speech on motivation on how most studies showed that those who attempted to complete a task with extrinsic motivation performed more poorly in comparison to those who did not. Pink also shares some company methods that have lead to achievement success. He stresses that autonomy, mastery, and purpose are key--it's not all about the money. I think that the managers today should keep this in mind when trying to rally achievement success within the company.
Source: Hamm, Steve. "A RED FLAG IN THE BRAIN GAME." BusinessWeek 3982 (2006): 32-35. Academic Search Complete. EBSCO. Web. 22 Feb. 2010.
Sunday, February 21, 2010
Maslow's Need Hierachy
I found this really interesting because John discusses self motivation in class all the time and this seemed like a good topic to blog about. The psychologist Abraham Maslow came out with his Need Hierarchy Theory in 1943. The theory was based on his observations of a few neurotic individuals. Maslow came to the conclusion that motivation os based upon five basic needs. The five basic needs are the following:
1) Physiological
2) Safety
3) Love
4) Esteem
5) Self- actualization
The needs are steps; one on top of another in the shape of a pyramid. Physiological being the most basic need is on the bottom of the pyramid. It includes having enough basic essentials to survive such as air, food, and water. Once physiological need is met, the next step is safety. Safety entailing that one is safe from physical and psychological harm. Once safety is secure, the need to be love is next in the pyramid of needs. People have the need to belong and be affectionate. the next step is esteem. Esteem means recognition from others and also self confidence and strength. The last step of this hierarchy is self actualization meaning becoming the best one is capable of becoming. According to Maslow, this hierarchy process is how people are motivated. It is still just a theory, but it gives some insight to managers and employees to how motivation probably works. It allows managers to find ways to motivate his/her employees by following the steps and it allows individuals to learn how to self motivate themselves by knowing physiologically what needs are first, second, etc.
The article "Maslow's Hierarchy of Needs" found on the NetMBA website goes into more detail and how it can be used by businesses.
"Maslow's Hierarchy of Needs."http://www.netmba.com/mgmt/ob/motivation/maslow/
1) Physiological
2) Safety
3) Love
4) Esteem
5) Self- actualization
The needs are steps; one on top of another in the shape of a pyramid. Physiological being the most basic need is on the bottom of the pyramid. It includes having enough basic essentials to survive such as air, food, and water. Once physiological need is met, the next step is safety. Safety entailing that one is safe from physical and psychological harm. Once safety is secure, the need to be love is next in the pyramid of needs. People have the need to belong and be affectionate. the next step is esteem. Esteem means recognition from others and also self confidence and strength. The last step of this hierarchy is self actualization meaning becoming the best one is capable of becoming. According to Maslow, this hierarchy process is how people are motivated. It is still just a theory, but it gives some insight to managers and employees to how motivation probably works. It allows managers to find ways to motivate his/her employees by following the steps and it allows individuals to learn how to self motivate themselves by knowing physiologically what needs are first, second, etc.
The article "Maslow's Hierarchy of Needs" found on the NetMBA website goes into more detail and how it can be used by businesses.
"Maslow's Hierarchy of Needs."http://www.netmba.com/mgmt/ob/motivation/maslow/
Chapter 8: Maslow's Need Hierarchy Theory- an accurate depiction of human behavior
Maslow’s Need Hierarchy Theory seems pretty accurate when describing the order in which we satisfy our needs. His theory explains the five basic chronological needs which are achieved in the order he places them. The needs are physiological, safety, love, esteem and self-actualization, and they exemplify the human behavior. He believed, “human needs emerge in a predictable stair-step fashion” one is not achieved before the other. Both Kreitner and Kinicki illustrate this when they explain that a manager or employer must first focus on satisfying their employees’ needs which relate to self-concepts, self-esteem and self-actualization. If an employee is not satisfied with nor has no confidence in him or herself, they will not be able to perform to the best of their ability and that will be reflect in their work. The self-esteem and self satisfaction of a person correlates with important outcomes such as “academic achievement, physical illness, psychological well-being (anxiety disorder, depression etc.), drug abuse, marital satisfaction, money and work problems, and performance at work, which is what Kreitner and Knicki mention in the book.
An example of the accuracy of Maslows Hierarchy of Need Theor is an article by Best which presents a discussion on the use of the Hierarchy of Needs of Maslow in planning for care for those who are addicted to drugs. Best explains how it is essential that providers of care should work on the physiological needs of drug addicts first before proceeding to higher levels of safety, belonging, esteem and spiritual needs. Treatments in the lowest level include detoxification, which are classified under physiological needs. It is also asserted that the treatment should focus on the goal of maintenance of the patients which also fall under physiological needs. As a result, Maslow’s Need Hierarchy Theory is a very accurate depiction of the order in which we explain our human behavior.
Source: Best, D., et al. "The Hierarchy of Needs and care planning in addiction services: What Maslow can tell us about addressing competing priorities?." Addiction Research & Theory 16.4 (2008): 305-307. Academic Search Complete. EBSCO. Web. 21 Feb. 2010
An example of the accuracy of Maslows Hierarchy of Need Theor is an article by Best which presents a discussion on the use of the Hierarchy of Needs of Maslow in planning for care for those who are addicted to drugs. Best explains how it is essential that providers of care should work on the physiological needs of drug addicts first before proceeding to higher levels of safety, belonging, esteem and spiritual needs. Treatments in the lowest level include detoxification, which are classified under physiological needs. It is also asserted that the treatment should focus on the goal of maintenance of the patients which also fall under physiological needs. As a result, Maslow’s Need Hierarchy Theory is a very accurate depiction of the order in which we explain our human behavior.
Source: Best, D., et al. "The Hierarchy of Needs and care planning in addiction services: What Maslow can tell us about addressing competing priorities?." Addiction Research & Theory 16.4 (2008): 305-307. Academic Search Complete. EBSCO. Web. 21 Feb. 2010
why would high achievement lead Mr. Raju to commit these crims?
Mr. Raju, the creator of Satyam, was condemned because he committed fraud in his company. Why did he act like that? Because he had a high need for power and a high achievement. Those two factors lead to many actions that are not always very fair. For instance, a person who has a high achievement wants to succeed in his work without doing many efforts. But he wants to succeed in what he has started. If this person also has a high need for power, he will be able to do anything to manage.
I think that Mr. Raju has both a need for power and for achievement, because he behaved as if he did not care about the wellness of his company: he did things that could have made his company fail. He wanted short-terms results instead of working hard to get long-terms results. The long-terms results are harder to get, but they are often more honest. They also have more benefits for the personal satisfaction: you have made your duty fairly. Otherwise if you rely on short-term results, you may have to use bad ways to succeed in getting them, and you are not very proud of yourself.
Therefore, Mr. Raju behaved following his needs for power and for achievement.
Chapter 8- McClelland's Need Theory
In reading chapter 8, I came across McClelland's need theory, and after reading it, I agreed that people usually yearn for the following needs. The first one mentioned is the need for achievement, which is the desire to accomplish something difficult. The second need is for affiliation, the desire to spend time in social relationships and activities. The last one is the need for power, the desire to influence, coach, teach, or encourage others to achieve. Personally, I find that I follow all of those needs. Through these needs, people gain more motivation.
On the site NetMBA: Business Knowledge Center site, I came one of McClelland's need theory tests. It's called the Thematic Apprecitation Test (TAT), and through it, the person taking the test is shown a series of ambiguous photos and is asked to tell a story each that photo. From this test, it is assumed that the person will make up a story that targets their own personal needs. The scoring of the TAT can be used for job searches.
The theory of needs can also exhibit what kind of management a person would need. For those with high achievement needs, management must be challenging and contain a lot of feedback. Those with high affiliation needs would consider participating in group efforts with cooperative environments. Lastly, those with high power needs would want to be the ones managing others. I think that I personally am one with a high achievement need, and I definitely look for a lot of challenges and projects.
sources: http://www.netmba.com/mgmt/ob/motivation/mcclelland/
On the site NetMBA: Business Knowledge Center site, I came one of McClelland's need theory tests. It's called the Thematic Apprecitation Test (TAT), and through it, the person taking the test is shown a series of ambiguous photos and is asked to tell a story each that photo. From this test, it is assumed that the person will make up a story that targets their own personal needs. The scoring of the TAT can be used for job searches.
The theory of needs can also exhibit what kind of management a person would need. For those with high achievement needs, management must be challenging and contain a lot of feedback. Those with high affiliation needs would consider participating in group efforts with cooperative environments. Lastly, those with high power needs would want to be the ones managing others. I think that I personally am one with a high achievement need, and I definitely look for a lot of challenges and projects.
sources: http://www.netmba.com/mgmt/ob/motivation/mcclelland/
Chapter 8- Needs
One of the most interesting sections of chapter 8 was the section where they connected motivation to one’s needs. I had never myself made the connection that, “needs are physiological or psychological deficiencies that arouse behavior.” (Org. Behavior, Kreitner) In other words, in order to motivate someone, you need to give them a motive which appeals to their needs. If you are being chased by a lion, you are motivated to run fast because of your need to live. Same thing in the work place, you can be motivated to produce high quality work because of your need to boost your esteem.
All needs can be found on Maslow’s Need Hierarchy Pyramid. From the bottom to the top (bottom being the most essential need) they go in this order: physiological, safety, love, esteem, and self-actualization. Maslow has suggested that all motivation is a function of these five basic needs.
After doing some outside research on motivation theories and I found one that is very similar to Maslow’s theory. The “Acquired Needs Theory” focuses on every humans underlying hunger to acquire power. I think that this theory is just a small portion of Maslow’s already existing theory, because “power” would fall under the category of “self-actualization”.
“Acquired Needs Theory”, McClelland
http://changingminds.org/explanations/theories/acquired_needs.htm
Goal Setting
A goal is what an individual is trying to achieve and accomplish. According to Edwin Locke, he believes goal setting has four motivational mechanisms. The four motivational mechanisms are: goals direct attention, goals regulate effort, goals increase persistence, and goals foster the development and application of task strategies and action plans. These motivational mechanisms strive individuals to complete and achieve their goal.
In the article, “The Importance of Goal Setting” by Alex Cleanthous, a cquote stuck out to me saying, “Setting goals is like having a destination before takeoff. If you know where you're going, you can focus on the end result and get back on track if any obstacles get in the way. ” This article then further classifies five areas in your life where you have set, clear goals for yourself. The five areas in your life are finances, career, health, family, and friendships. By setting goals in different parts of our lives it can bring positive impact. Also, goals give us the ability to measure our process of attaining out goals. You discover what is working for you and what is not. I think this is important because it will allow you to set realistic goals that you can actually achieve. Also, I believe that this will allow you to better monitor yourself so you don’t feel intimidated by failure.
Cleanthous, Alex. "The Importance Of Goal Setting." Ezine Articles. 9 Nov. 2005. Web. 21 Feb. 2010..
In the article, “The Importance of Goal Setting” by Alex Cleanthous, a cquote stuck out to me saying, “Setting goals is like having a destination before takeoff. If you know where you're going, you can focus on the end result and get back on track if any obstacles get in the way. ” This article then further classifies five areas in your life where you have set, clear goals for yourself. The five areas in your life are finances, career, health, family, and friendships. By setting goals in different parts of our lives it can bring positive impact. Also, goals give us the ability to measure our process of attaining out goals. You discover what is working for you and what is not. I think this is important because it will allow you to set realistic goals that you can actually achieve. Also, I believe that this will allow you to better monitor yourself so you don’t feel intimidated by failure.
Cleanthous, Alex. "The Importance Of Goal Setting." Ezine Articles. 9 Nov. 2005. Web. 21 Feb. 2010.
Chapter 8: Maslow's Need Hierarchy Theory- an accurate depiction of human behavior
Maslow’s Need Hierarchy Theory seems pretty accurate when describing the order in which we satisfy our needs. His theory explains the five basic chronological needs which are achieved in the order he places them. The needs are physiological, safety, love, esteem and self-actualization, and they exemplify the human behavior. He believed, “human needs emerge in a predictable stair-step fashion” one is not achieved before the other. Both Kreitner and Kinicki illustrate this when they explain that a manager or employer must first focus on satisfying their employees’ needs which relate to self-concepts, self-esteem and self-actualization. If an employee is not satisfied with nor has no confidence in him or herself, they will not be able to perform to the best of their ability and that will be reflect in their work. The self-esteem and self satisfaction of a person correlates with important outcomes such as “academic achievement, physical illness, psychological well-being (anxiety disorder, depression etc.), drug abuse, marital satisfaction, money and work problems, and performance at work, which is what Kreitner and Knicki mention in the book.
An example of the accuracy of Maslows Hierarchy of Need Theor is an article by Best which presents a discussion on the use of the Hierarchy of Needs of Maslow in planning for care for those who are addicted to drugs. Best explains how it is essential that providers of care should work on the physiological needs of drug addicts first before proceeding to higher levels of safety, belonging, esteem and spiritual needs. Treatments in the lowest level include detoxification, which are classified under physiological needs. It is also asserted that the treatment should focus on the goal of maintenance of the patients which also fall under physiological needs. As a result, Maslow’s Need Hierarchy Theory is a very accurate depiction of the order in which we explain our human behavior.
Source: Best, D., et al. "The Hierarchy of Needs and care planning in addiction services: What Maslow can tell us about addressing competing priorities?." Addiction Research & Theory 16.4 (2008): 305-307. Academic Search Complete. EBSCO. Web. 21 Feb. 2010
An example of the accuracy of Maslows Hierarchy of Need Theor is an article by Best which presents a discussion on the use of the Hierarchy of Needs of Maslow in planning for care for those who are addicted to drugs. Best explains how it is essential that providers of care should work on the physiological needs of drug addicts first before proceeding to higher levels of safety, belonging, esteem and spiritual needs. Treatments in the lowest level include detoxification, which are classified under physiological needs. It is also asserted that the treatment should focus on the goal of maintenance of the patients which also fall under physiological needs. As a result, Maslow’s Need Hierarchy Theory is a very accurate depiction of the order in which we explain our human behavior.
Source: Best, D., et al. "The Hierarchy of Needs and care planning in addiction services: What Maslow can tell us about addressing competing priorities?." Addiction Research & Theory 16.4 (2008): 305-307. Academic Search Complete. EBSCO. Web. 21 Feb. 2010
Chapter 8
Goal setting seems to exist in everyday life and the workplace. We set goals for ourselves to get a homework assignment done before it’s due, we sets goals to get a promotion at work, and we set goals to have a family one day. Goals are everywhere. In the book, a goal is defined as ‘what an individual is trying to accomplish; it is the object or aim of an action plan.’ In order to have a goal, we have to set one through a process called goal setting or management by objective (MBO). Goal setting works to direct attention, regulate effort, increase persistence, and foster the development and application of task strategies and action plans. In my workplace, we have a yearly goal of meeting a certain amount of student contacts. This goal directs attention because we are aware of the deadline and the task at hand. It promotes all of my co-workers and I to work together and individually to meet this goal, which in turn regulates out efforts. Usually the goal is around 15,000 students, which is considered a difficult goal considering we never quite reached that number. This difficult goal is a constant reminder to us to keep working towards the goal and to increase persistence. This goal helps us to foster the development and application of task strategies and action plans because we set up nightly and weekly student contact goals that will hopefully add up to the bigger goal.
In Schweitzer (2009), he blames the recession on faulty goal setting. The author states that goals have to be specific and fit the company’s line of business, have clear limitations, and are monitored. He also claims that companies like Enron failed because they had over ambitious goals and focused on the wrong measure of goal achievement. Schweitzer agrees that challenging and specific goals do indeed boost performance; however, they have ‘powerful and predictable side effects.’ He compares goal setting with prescription, saying that it can’t be offered as an ‘over-the-counter’ drug, instead, it has to be ‘prescribed selectively, presented with a warning label, and closely monitored.’ If goal setting is carelessly applied, it could lead to ‘systematic problems in organizations due to narrowed focus, increased risk taking, unethical behavior, inhibited learning, decreased cooperation, and decreased intrinsic motivation’ (Schweitzer, 2009). Before reading this article, I never realized that goal setting would be considered a bad thing. However, now I see that, like everything else, it must be carefully thought through before being applied. This article will be very helpful when we write our first team project paper.
Schweitzer, Maurice R. "Beware the Harmful Effects of Goal-Setting." BusinessWeek Online (2009): 6. Academic Search Complete. EBSCO. Web. 21 Feb. 2010.
In Schweitzer (2009), he blames the recession on faulty goal setting. The author states that goals have to be specific and fit the company’s line of business, have clear limitations, and are monitored. He also claims that companies like Enron failed because they had over ambitious goals and focused on the wrong measure of goal achievement. Schweitzer agrees that challenging and specific goals do indeed boost performance; however, they have ‘powerful and predictable side effects.’ He compares goal setting with prescription, saying that it can’t be offered as an ‘over-the-counter’ drug, instead, it has to be ‘prescribed selectively, presented with a warning label, and closely monitored.’ If goal setting is carelessly applied, it could lead to ‘systematic problems in organizations due to narrowed focus, increased risk taking, unethical behavior, inhibited learning, decreased cooperation, and decreased intrinsic motivation’ (Schweitzer, 2009). Before reading this article, I never realized that goal setting would be considered a bad thing. However, now I see that, like everything else, it must be carefully thought through before being applied. This article will be very helpful when we write our first team project paper.
Schweitzer, Maurice R. "Beware the Harmful Effects of Goal-Setting." BusinessWeek Online (2009): 6. Academic Search Complete. EBSCO. Web. 21 Feb. 2010.
Vroom's Expectancy Theory
Vroom's expectancy theory was the most intriguing and appealing theory of motivation for me. It holds legitimate value in its argument that the level of effort an individual will put forth is based on the intended or desired results that will be achieved with that effort. The expectancy is that effort will be followed by sustained performance, which will lead to higher productivity. If individuals are motivated to achieve specific goals, they will be more effective in putting forth the effort required of the goal. Another section of the chapter discusses goals and what they do for individuals. Goals focus attention on a specific task, regulate the effort an individual will put into certain tasks, and increase the sustained effort that goes into a task. Goals with action plans are formulas for achieving success. Group goals which have a high level of commitment from members are very effective because having many individuals working together successfully creates an efficient business. Motivation is a large determining factor of the success of companies because without it, employees won't feel as though the companies goals are their own, and they will have no connection with the results of their efforts.
Successful leaders are not only motivated themselves, but they also motivate and inspire others around them. Each person's level of motivation is found within, and to find this motivation, life goals must be aligned with career and other goals. This will make each person more willing to expend effort for their goals because achievement will lead to personal advancement.
Kreitner, Robert. Organizational Behavior. 9th ed. Vol. 1. New York: McGraw-Hill Irwin, 2010.
Kreitner, Robert. Organizational Behavior. 9th ed. Vol. 1. New York: McGraw-Hill Irwin, 2010.
Komives, Susan R. Et al. Exploring Leadership. John Wiley and Sons, Inc. San Francisco: 2007.
Saturday, February 20, 2010
Self-Control Influence on Performance
By watching the TED video, I learned that more incentives do not necessarily inspire good job performance. People who are monetarily motivated to complete a task within a certain time frame will get the task done, but not do it well. Such incentives only work, as our textbook mentioned, when they reflect the end results wanted. If the goal of the incentive is to make people complete more quality projects, then monetary gains should be rewarded to the people who complete the least amount of projects because then they will be forced to spend time on their projects and make sure they are completely and correctly done.
In "Lack of autonomy and self-control: Performance contingent rewards lead to greater depletion" by Mark Muraven, Heather Rosman, and Marylene Gagne, they explore how self-control comes into play in the workplace. People who have ever been addicted to cigarettes know that it takes a lot of self-control when trying to stop. This depletes their energy and will-power over other things. Same thing with dieting. People exert self-control by not eating any sweets and forcing themselves to go to them gym. This wears them out and, oftentimes, there is a breaking point and they just can't do it anymore and eat a huge piece of cake and give-up. That is why I believe dieting doesn't work. It's tons more effective to just limit your intake of sweets than to completely shun them and hit the gym in moderation. The study I found says the same thing applies in business. People who are given rewards to complete projects have to exert self-control over their time, forcing themselves to complete as many projects as possible in the least amount of time. The study found that "self-control that feels more externally determined is more depleting than self-control that feels more personally chosen" (Muraven 8). This makes the quality of their later assignments in, say 2 months time, of worser quality than projects completed towards the beginning of that time because projects are no longer something that employees are personally motivated about, but rather feel pressured to complete for money.
In my opinion, the same goes for school. Students that understand the importance of what they are learning and enjoy the subject are more likely to take more time on assignments because they are personally motivated to spend their time on them and not try to just get the assignment done soon and not focus on the quality or content of the assignment. They do it just to keep their grade up (which is similar to the incentives in the workplace that don't work).
Source:
Muraven, Mark, Heather Rosman, and Marylene Gagne. "Lack of autonomy and self-control: Performance contingent rewards lead to greater depletion.." Academic Source Complete. Dec 2007. Web. 20 Feb 2010..
In "Lack of autonomy and self-control: Performance contingent rewards lead to greater depletion" by Mark Muraven, Heather Rosman, and Marylene Gagne, they explore how self-control comes into play in the workplace. People who have ever been addicted to cigarettes know that it takes a lot of self-control when trying to stop. This depletes their energy and will-power over other things. Same thing with dieting. People exert self-control by not eating any sweets and forcing themselves to go to them gym. This wears them out and, oftentimes, there is a breaking point and they just can't do it anymore and eat a huge piece of cake and give-up. That is why I believe dieting doesn't work. It's tons more effective to just limit your intake of sweets than to completely shun them and hit the gym in moderation. The study I found says the same thing applies in business. People who are given rewards to complete projects have to exert self-control over their time, forcing themselves to complete as many projects as possible in the least amount of time. The study found that "self-control that feels more externally determined is more depleting than self-control that feels more personally chosen" (Muraven 8). This makes the quality of their later assignments in, say 2 months time, of worser quality than projects completed towards the beginning of that time because projects are no longer something that employees are personally motivated about, but rather feel pressured to complete for money.
In my opinion, the same goes for school. Students that understand the importance of what they are learning and enjoy the subject are more likely to take more time on assignments because they are personally motivated to spend their time on them and not try to just get the assignment done soon and not focus on the quality or content of the assignment. They do it just to keep their grade up (which is similar to the incentives in the workplace that don't work).
Source:
Muraven, Mark, Heather Rosman, and Marylene Gagne. "Lack of autonomy and self-control: Performance contingent rewards lead to greater depletion.." Academic Source Complete. Dec 2007. Web. 20 Feb 2010.
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