Unit - 6
Motivational Theory and Entrepreneurship
"Motivation" is the process of inspiring people to perform their duties effectively and to increase their desire and motivation to work together to achieve a company's common goals.
In other words, it means inducing, inciting, inciting, or encouraging someone to take a particular course of action to achieve the expected outcome of someone.
Motivation is the power that stimulates men to do their best to accomplish their tasks.
E.F.L.'s words:
“Motivation ensures that team members effectively reduce, give loyalty to the group, perform the tasks they accept properly, and play an efficient role within the work that the group generally does. It's a general inspiration process. "
In fact, motivation may be seen as an integral part of the directional process. In coaching subordinates, managers must motivate their subordinates to enthusiastically pursue the goals of the organization. If you try to do so, you can say that the manager is interested in motivation. The term "motivation" comes from the word "motivation".
Motivation is the "internal state of energizing, activating, or moving, directing or inducing human behavior toward a goal." Motivation is an expression of a person's needs and desires. To motivate individuals to work towards the achievement of their organization's goals and objectives, managers need to determine their motivations, in other words, the needs of their employees for their satisfaction.
Therefore, motivation may be described as a process in which an individual is given the opportunity to meet his needs by pursuing a particular purpose.
Motivation is a powerful tool in the hands of managers to guide their subordinates to act in the desired way by meeting their needs and desires. It has to do with how actions begin, are energized, started, maintained and directed.
Successful managers know that directional issues do not mean to follow, even if they are well thought out. He uses his motivation properly to encourage employees to work effectively to achieve established goals.
The concept of motivation
Motivation is a human factor in management. Managers feel some kind of challenge to motivate people in their work. Because this motivation is related to the internal power to instruct people to act in a particular way to gain something or meet their needs. From a previous survey, we found that managers work through others. Getting the job done is not easy. The manager needs to get people to work according to the instructions given to him. But the question is why people work. Why do they behave like them? What motivates people to act in a particular job?
The term motivation comes from English word Motive, and therefore the Latin word "Movere:" Movere "means to maneuver. Motivation means an urge, need, desire, desire, or urge within an individual.
Motivation Process
- Necessary:
The motivation process begins with needs and expectations. You can't motivate your employees without their needs and expectations. Employees run to meet and solve their needs and expectations. The need for expectations is a very important process of motivation. Business organization managers need to give due consideration to the needs and expectations of their employees. Food is a related example.
2. Drive / Action:
The drive is action oriented. After expecting, people look for a job. Actions are needed to address needs and expectations. Without action, employees cannot solve food problems. Therefore, when the need arises, people work for its implementation.
3. Incentive:
Incentives are the final process of motivation. After work, employees should be offered competitive wages. We support you in solving and addressing your needs and expectations. Employees come to the organization to market their knowledge, skills, and workforce. Employees will get incentives when they sell their workforce.
The importance of motivation
Motivation is important for both organizations and individuals. Motivation has become a very effective tool for achieving organizational goals, and managers can use this tool to motivate or motivate staff in their work so that they can work effectively and efficiently. Need to stimulate.
From an organizational and personal perspective, motivation is important, plays an important role, and is also considered an important determinant of performance.
- Improvement of cooperation:
With effective motivation, employees are ready to help inherit the organization. By expanding active cooperation, employees can help organizations achieve their goals while solving problems and gaining satisfaction. In this way, if you truly motivate yourself within your organization, you will be able to fully capture the prosperity of both parties.
2. Higher morale of personnel:
Motivation boosts the morale of workers' work. Highly motivated workers are claimed as an asset of the organization. Motivated employees can contribute to the organization by reducing turnover and absenteeism. High turnover and absenteeism can cause many problems for your organization and negatively impact your reputation. Motivation helps lower these rates.
3. Utilization of factors of production:
Human resources are one of the important resources, and if this resource is used properly, only other factors can be used properly. Motivation ensures that human resources (employees) work in good faith and perform / complete tasks efficiently. If employees work efficiently, they may be able to take advantage of other factors of production and make the most of them. Therefore, motivation helps to utilize factors of production in a controlled manner.
4. Higher productivity:
With the help of motivation, organizations can achieve higher levels of productivity. Because by motivating subordinates, managers can entice them to work efficiently, helping the organization improve total productivity and productivity. When workers are guided by various motivational techniques, they can develop their own qualities and therefore can also be used for the prosperity of organizations and subordinates.
5. Best remedy for resistance to change:
Signs of development turn into work and work skills. Changes in an organization and how it works are a common phenomenon due to organizational changes in production technology and marketing processes, and even changes in the environment can cause many changes within an organization. If any changes occur in the organization, workers may be dissatisfied, uncomfortable, anxious, disagreeable and protest against such changes. But if they are properly, timely and skilfully motivated and the managers provide knowledge and inspiration, they will embrace the change even more enthusiastically.
6. Sound labor relations:
Motivation creates healthy labor relations within the organization. The relationship between management and the union is very friendly. With the help of motivation, there is no conflict between management and trade unions. Therefore, motivation also provides a healthy relationship in the industrial sector.
7. Achieving organizational goals:
Motivated employees feel that they are fully involved in the work of the organization and are working diligently to achieve the goals of the organization. Employees need to be more motivated and more focused on their organizational goals. Therefore, motivation helps to achieve the organizational goals of employees.
Motivation Features
Motivation is a fascinating concept. It's a fascinating but complex phenomenon.
- Motivation is goal-oriented.
- Motivation is a continuous process.
- Motivation can be positive or negative.
- The motive can be monetary or non-monetary.
- Motivation may be considered as a whole, not fragmentary.
- Motivation is a psychological phenomenon that transforms ability into performance.
Introduction and Meaning:
Works are variously defined by means of authors and researchers from numerous streams. Budd & Bhave (2010) offers an extensive variety of definitions, including conceptualization of labor that spans the social and behavioural sciences. He defined work as a planned human interest with monetary fee, bodily or intellectual attempt, not just for pleasure. The first part of this definition ("intentional human hobby") distinguishes paintings from the broader realm of all human attempt. The second part ("now not just for a laugh") is that it separates work and enjoyment, making paintings fun, and thereby there may be vague boundaries between paintings and amusement. Apprehend. Within the final element (“economically precious”), unpaid care of others, self-employment, subsistence agriculture, casual paintings inside the informal area, and paid paintings and career aspirations.
Jobs and their related motivational variables also are described from the worker's perspective. Roe (1956) described paintings as the principle attention of private activity and wondering. Lofquist and Dawis (1969) defined work as the focus for developing one's manner of lifestyles and the method for best coordination at some stage in life. These two definitions emphasize the effect of work on a person's existence.
Paintings as a person's pastime serves numerous critical functions for a private.
1) Financial Features – Jobs provide items and services immediately through self-manufacturing or not directly through profits. Mainstream monetary idea emphasizes this function by way of conceptualizing work as an abstract quantity of efficient attempt with tradable financial cost. Its miles taken into consideration to be completed by way of an individual to earn profits and maximize the application of the character or family.
2) Social Dating Functions – Work consists of human interactions which are skilled and shaped in social networks, norms, and electricity relationships. Therefore, it fulfils social functions via permitting people to are trying to find approval, popularity, sociality, and electricity. When those wishes are met within the context of structural features of employment relationships along with formal regulations, regulations and routines (Thompson & Newsome, 2004) or informal factors that characteristic in the paintings environment which includes organizational way of life (Knights & Willmott, 1989).
3) Private Fulfilment Functions – The nature of labor, inclusive of paintings obligations, rewards, relationships with colleagues, and supervision, can have an effect on cognitive and emotional states. Preferably, work is a source of personal achievement and mental nicely-being because it could meet human desires for achievement, talent.
4) Identification Characteristic – Paintings is a totally crucial a part of many people's lives and can be conceptualized because the source of identity: information and meaning (Leidner, 2006).
Motivational Nature of Labor
Motivation research is related to why humans behave in a specific way. The fundamental essential question is, "Why do humans do what they do?" An important issue in motivational research is to explain the purpose of motion.
The time period motivation comes from the Latin word movere, which shows "circulate." literally, motivation is that the manner of evoking movement, however the time period typically applies to a few quite motion, the awakening of behavior. However, motivational studies aren't restricted to behavior-inducing processes, but additionally encompass analysis of situations that hold hobby and modify its patterning. It additionally has to do with why humans pick a particular direction of motion over others, and why they retain to do so for a protracted time frame and in the face of difficulties and problems.
Definition of work motives
Several definitions are provided to help you understand the concept of motivation and emphasize its complexity. Atkinson (1964) defines motivation as "the modern (immediate) impact on behavioural direction, vitality, and sustainability," and Vroom (1964) defines it as "out of alternative forms of voluntary activity." It is defined as "the process that governs the choices that people make." Campbell and Pritchard (1976) states that "motivation is a set of independent / dependent variable relationships that explain the direction, amplitude, and persistence of an individual's behavior while keeping the effects of aptitude, skill, and task comprehension constant. It suggests that it has something to do with, and the constraints that work in the environment.
All definitions appear to have four common denominators that can be said to characterize the phenomenon of motivation. So, when we talk about motivation, we are mainly interested in:
1) Behavioural activation – it is related to the motivation and energy behind our behavior and is indicated by the arousal of goal-oriented behavior.
2) Behavioural Direction – It is related to the pathways people choose to achieve their goals and is seen by the regulation of behavior towards specific goals.
3) Behavioural Sustainability – It is often associated with continuous efforts to achieve goals in the face of disability and is indicated by sustained activity over a period of time.
4) Strength of action – It is related to the degree of effort spent to achieve the goal and is seen in the concentration and vitality to pursue the goal.
Features of Work Motivation
A review of motivational definitions can identify some characteristics of work motivation.
- Motivation is an individual psychological phenomenon that makes it possible to show an individual's uniqueness in the workplace.
- It is considered to be under the control of the person. Behaviours that are influenced by motives, such as the effort spent, are considered objective rather than random.
- The direction of an individual's actions towards an organization's goals is determined by work motivation.
- It describes the coordinated efforts often faced with obstacles until the goal is achieved.
- It guides individuals to invest greater cognitive efforts to improve both the quality and quantity of work performance.
- It is different from performance. Other factors than motivation (for example, ability or task difficulty) affect performance.
- It is multifaceted. People may have several different motivations to work at once. From time to time, these motives may contradict each other.
General Model of Work Motivation
General model of work motivation
A general model of work motivation is summarized in above Figure. The model states that internal needs create drives that are affected by the environment. Drive encourages motivated employees to work hard. However, results only occur when motivated employees are provided with the opportunity to do it (such as proper training) and the resources to do it (such as the right tools). The existence of goals and the recognition of incentives to meet one's needs are also strong motivational factors that lead to the release of efforts. The level of effort (motivation) invested affects performance along with the abilities or knowledge and skills required to perform the task. When employees are productive and the organization pays attention to it, compensation is distributed. When these rewards are appropriate in nature, timing, and distribution, the employee's original needs and motivation are met. At that time, new needs will arise and the cycle will begin again.
According to Smith & Cronje (1992), the way Maslow's theory is explained depends on the fact that people want to increase what they want to achieve in their lives, and their needs are prioritized according to their importance. The content theory of work satisfaction, derived from Maslow's theory of desire hierarchy, revolves around employee desires and factors that provide reasonable satisfaction to employees. Maslow devised a five-step theory that categorizes individual needs into different categories and prioritizes their achievement, based on the basic physical, biological, social and psychological needs of human beings. These are:
1) Physiological needs (food, shelter, clothing).
2) Safety and security needs (physical protection).
3) Social needs (relationships with others).
4) Respect your needs (receive approval from others). When
5) Needs for self-fulfilment (the desire to achieve or leave a legacy).
Maslow's hierarchy of desires forms the basis of a theory that seeks to explain job satisfaction. Teachers, like everyone, have needs that must be met. In addition to basic food, housing and clothing needs, safety from physical, harm and social interactions, the awareness and appreciation of students, colleagues and parents is also required.
Maslow's Hierarchy
1. Physiological needs:
These needs are fundamental to human life and therefore include food, clothing, shelter, air, water, and daily necessities. Its impacts are more on human. These needs need to be met, at least in part, first, before higher levels of needs emerge. When physiological needs are met, they no longer motivate men.
2. Safety needs:
After meeting the physiological needs, the next felt needs are called safety and security needs. These needs are manifested in the desire for economic security and protection from physical hazards. More money is needed to meet these needs, and therefore individuals are encouraged to do more work. As with physiological needs, these become inactive when met.
3. Social needs:
People are social beings. Therefore, he is interested in social interaction, dating, attribution, etc. It is this socialization and attribution that individuals prefer to work in groups, especially older people go to work.
4. Need for self-esteem:
These needs refer to self-esteem and self-esteem. They include such needs that demonstrate self-confidence, achievement, ability, knowledge, and independence. Meeting the needs of respect leads to confidence, strength and ability to help the organization. However, failure to meet these needs can lead to inferiority complex, weakness, and helplessness.
5. Self-actualization needs:
This level represents the final of all the categorized level needs of human beings. In other words, the final step under the desire hierarchy model is the need for self-actualization. This refers to fulfilment.
The term self-actualization was coined by Kurt Goldstein and means that it is achieved by what you are potentially good at. In effect, self-actualization is the motivation for those who turn their perceptions into reality.
According to Maslow, human desires follow a clear order of domination. The second need does not occur until the first need is reasonably met. The third need does not occur until the first two needs are reasonably met and continue. The other side of the desire hierarchy theory is that human desires are unlimited. However, Maslow's theory of desire hierarchy is not without critics.
The main criticisms of the theory are:
- Needs may or may not follow a clear hierarchical order. In other words, the desire hierarchy theory may be duplicated. For example, social needs can arise even if safety needs are not met.
- The needs-first model is not always applicable everywhere.
- Studies show that human behavior is often guided by a variety of behaviors at all times. Therefore, Maslow's preposition that one need is met at a time is also questionable.
- For some people, the level of motivation may be permanently low. For example, a person suffering from chronic unemployment can remain satisfied for the rest of his life if he has enough food.
Nevertheless, Maslow's hierarchy of desires is widely recognized, especially among practical managers. This may be due to the intuitive logic and comprehension of the theory. One researcher has come to the conclusion that an intuitively powerful theory is difficult.
Herzberg's two-factor theory, also known as motivator-hygiene, originated from a survey conducted between accounts and engineers to help individuals determine whether their work was good or bad. Regarding "satisfied," Herzberg said that satisfying work has five characteristics: achievement, awareness, work itself, responsibility, and progress.
On the other side of the spectrum, Herzberg identified institutional politics, management approaches, oversight, wages, workplace relationships, and working conditions as potential factors that could demoralize employees. Golshan, Kaswuri, Agashahi and Ismail (2011: 12) argue that organizations are increasingly applying Hertzberg's theory to create opportunities for "individual growth, affluence and awareness" among employees. Doing. Employees must be promoted and recognized for special achievements after completing certain stages of their career. For example, if you get exceptional results in your area of interest. At a more basic level, they should also be held responsible for deciding how to handle tasks related to their work.
Herzberg’s Two factor theory
However, two-factor theory draws a share of criticism. Golshan et al. (2011) He points out that he cannot distinguish between physical and psychological aspects and cannot explain exactly what motivation is and how they differ from hygiene factors. Nor can you express satisfaction and dissatisfaction as a measure instead of using numbers. Another levelled criticism, on the other hand, is that it makes the assumption that all individuals react in the same way in similar situations.
However, Herzberg's model also has the following criticisms:
- People generally tend to trust themselves when things go well. They blame the failure of the external environment.
- Theory basically explains job satisfaction, not motivation.
- Even job satisfaction is not measured overall. It's not unlikely that people will hate part of their job, but they still think the job is acceptable.
- This theory ignores situation variables to motivate individuals.
Due to its ubiquity, salary generally manifests not only as motivation but also as hygiene.
Regardless of criticism, Herzberg's "Two-Factor Motivation Theory" is widely read, and some managers do not seem to be familiar with his recommendations. The main use of his recommendations is in planning and managing the work of employees.
Another well-known theory of desire-based motivation, in contrast to the satisfaction-dissatisfaction hierarchy theory, is a theory developed by McClelland and his peers. McClelland developed his theory based on a long list of motivations and obvious needs developed by Henry Murray in his early studies of personality. McClelland's Need Theory is closely related to Learning Theory. Because we believed that desire was learned or acquired by the kind of events that people experienced in the environment and culture.
He found that those who acquired a particular need behaved differently than those who did not. His theory focuses on Murray's three needs. Achievement, power and affiliation. In the literature, these three needs are abbreviated as "n Ach," "n Pow," and "n Aff," respectively.
McClelland’s Three Needs Theory
They are defined as:
- Need for achievement:
This is the driving force for excellence, achievement in relation to a set of criteria, and striving for success. In other words, the need for achievement is an action aimed at competing with the standard of excellence. McClelland found that folks with a high need for achievement performed better than those with a moderate or low need for achievement, noting regional / country differences in motivation for achievement.
Through his research, McClelland identified three characteristics of highly sought-after achievers:
- Highly-needed achievers are eager to take on the personal responsibility of performing the task of finding a solution to a problem.
- Highly-needed achievers tend to set reasonably difficult goals and take calculated risks.
- Highly-needed achievers are eager for performance feedback.
2. Need for electricity:
The need for power is related to influencing others, the desire to influence others, the urge to change people, and the desire to make a difference in life. Those who have a high need for power are those who want to control people and events. This brings the ultimate satisfaction to humans.
The characteristics of people in high need for power are as follows:
- The desire to influence and direct someone else.
- The desire to control others.
3. Concerns about maintaining a leader-follower relationship.
Necessity of affiliation:
The need for a partnership is defined as the desire to establish and maintain amicable and warm relationships with others. The need for affiliation is, in many respects, similar to Maslow's social need.
People with a high need for affiliation have the subsequent characteristics:
- They are eager for acceptance and approval from others.
- They tend to match the wishes of friendship and those who value it.
3. They value the feelings of others.
This is a summary chart of the three motivational needle theories we have just discussed. This graph shows the parallel relationships between the needs of each theory. Maslow refers to high and low needs, and Hertzberg refers to motivation and hygiene factors.
Douglas McGregor has developed two different views of humans based on the participation of workers. The first basically negatively labelled theory X and the other basically positively labelled theory Y.
Theory X is predicated on the subsequent assumptions:
- People are lazy in nature. That is, they prefer not to work as much as possible.
- People lack ambition, hate responsibility, and prefer to be directed by others.
- People are self-centred in nature and indifferent to the needs and goals of the organization.
- People are generally fooled and not very sharp and bright.
On the contrary, Theory Y presupposes the following:
- People are not, in essence, passive or resistant to the goals of the organization.
- They want to take responsibility.
- They want their organization to succeed.
- People can direct their actions.
- They need to be achieved.
McGregor's attempt to dramatize through his theories X and Y is to outline the extremes of portraying the fencing that people in an organization would normally behave. The fact remains that the people in the organization do not really belong to either Theory X or Theory Y. What actually happens is that a person's changing environment causes his mood and motivation to change from one set or property to another.
Adam's equity theory assumes that folks maintain a good relationship between performance and reward compared to others. In other words, if his input is more than the output, the employee is discouraged by the job and his employer.
The following are presupposing:
- Individuals make contributions (inputs) that expect specific rewards (results).
- To verify the exchange, individuals try to correct inequality by comparing their inputs and results with those of others.
There are three types of commutation relations that occur when comparing individual inputs / outcomes to those of others.
- Injustice of overpayment: When an individual feels that his or her results are higher than his or her input compared to others. Injustice of overpayment can be expressed as:
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2. Unpaid Injustice: When an individual feels that his or her results are low compared to his or her input compared to others. Unpaid equity can be expressed as:
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3. Fairness: Individuals recognize that their outcomes related to their input are equal to those of others. Equity can be expressed as:
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Therefore, Adam's equity theory shows the extent of motivation between individuals within the working environment. If you feel that you are being treated fairly, you are said to be highly motivated. When an individual feels unfairly treated within an organization while feeling discouraged.
Therefore, the level of motivation of an individual depends on how well he feels treated fairly in terms of rewards compared to others.
One of the most widely accepted motivational explanations is provided by Victor Vroom's Expectancy Theory. This is a motivational cognitive process theory. The theory is that folks are motivated to form high-level efforts once they believe that there's a relationship between the trouble they create, the performance they achieve, and the results / rewards they receive. It is based on the concept.
The diagram shows the relationship between the concepts of effort, performance, and reward.
Vroom’s Expectancy Theory
Therefore, the key components of motivational expectancy theory are:
1. Valence:
According to Vroom, Valence means the value or strength you put in a particular result or reward.
2. Expectations:
It associates effort with performance.
3. Means:
By means, Vroom means the assumption that performance is said to rewards.
Therefore, Vroom's motivation can also be expressed in the form of the following equation: Motivation = Valence x Expected Value x Means
Being a multiplicative model in nature, all three variables must have high positive values to mean a motivated performance choice. As any of the variables approaches zero level, the potential for such motivated performance also reaches zero level.
However, there are critics of Vroom's expectancy theory. The important ones are:
- Critics such as Porter and Roller refuted it as a theory of cognitive hedonism that suggests that individuals cognitively choose a course of behavior that leads to maximum joy or minimal pain.
- The assumption that people are rational and computational makes the theory idealistic.
- Expectancy theory does not explain individual or situational differences.
However, the valuations and values that people place in different rewards vary. For example, one employee prefers salary to benefits, while another prefers the opposite. The value of the same reward depends on the situation.
Despite all these critics, the main point of my expectancy theory is that it explains why a significant portion of the workforce is making low-level efforts to perform their duties.
Motivation is a term derived from the word motivation and means that you need a desire or drive within an individual. It is a process that inspires people to take action to achieve their goals. In the context of work goals, the psychological factors that stimulate people's behavior are
One of the most important functions of management is to motivate employees to maximize their abilities. Therefore, the role of leaders is to arouse the interest of employees in performing their duties. The motivation process consists of the following steps:
- Feeling need or drive
- Stimulation that must arouse the need
- Satisfaction or achievement of goals when needs are met.
- Therefore, motivation is a psychological phenomenon that means the needs and wants of individuals who work on it by formulating an incentive plan.
Motivational Taylor Theory:
Frederick Winslow Taylor (1856–1917) advocated the idea that workers are primarily motivated by wages. His scientific management theory argued that:
Workers do not enjoy their work naturally and require close supervision and control. Therefore, managers need to divide production into a series of small tasks.
Second, workers need to provide the right training and tools to work as efficiently as possible in one set task.
Workers are then paid according to the number of items they produce for a period of time and for a period of time.
As a result, workers are encouraged to figure hard and maximize their productivity.
Taylor's method was widely adopted because companies recognized the advantages of increased productivity levels and lower unit prices. The most notable supporters were Henry Ford, who used them to design the first production lines to make Ford cars. This was the start of the age of production.
Taylor's approach is the concept of a Dictatorial management style (the manager makes all decisions and simply gives orders to the person below) and McGregor's Theory X approach to the worker (the worker is considered lazy, and the worker is considered lazy. I want to avoid liability).
However, workers soon began to dislike Taylor's approach. Because they were given only boring and repetitive tasks to perform, and were treated a little better than human machines. As productivity levels rise, companies can afford to dismiss workers. This has led to increased strikes and other forms of industrial activity by dissatisfied workers.
Elton Mayo (1880 – 1949) believed that workers weren't just interested in money, they could be motivated by meeting social needs at work (Taylor ignored).). He focused on recognizing that managers are more interested in workers, treat them as people with valuable opinions, and enjoy interacting with them. I introduced the relation school.
Mayo conducted a series of experiments at the Hawthorne Works of Western Electric in Chicago.
He separated two groups of female workers and studied the effects of changing factors such as lighting and working conditions on productivity levels.
He expected productivity levels to decline as lighting and other conditions worsened.
What he actually discovered surprised him. Whatever changes in lighting and working conditions, workers' productivity levels increased or remained the same.
From this, Mayo concludes that workers are most motivated by:
Better communication between managers and workers (Hawthorne workers also had the opportunity to consult and give feedback on the experiment)
Increasing manager involvement in employee work life (Hawthorne workers have responded to the increased level of attention they have received)
Working in groups or teams (Hawthorne workers did not previously work in teams on a regular basis)
Therefore, in reality, companies need to reorganize production to promote the use of team work and introduce HR departments to promote manager involvement in managing employee profits. His theory best fits into a paternalistic management style.
Intel Case Study:
According to Intel Corporation, employee aspirations are everything to them. With this in mind, Intel offers its employees unique financial benefits, such as motivating them to work. Intel has many financial benefits, such as providing employees with a free laptop for them to do. Store all personal and sensitive data on your computer.
They are:
Health benefits:
Intel isn't just providing health benefits to employees; it's also benefiting the entire family of those employees. By doing this, Intel benefits the whole family.
Leave:
If an employee wants to take a break, he simply goes to the company and takes a vacation, and the company gives the employee a vacation without further questions.
Retirement:
You can still contact the company even if the employee has left the company.
If the employee cannot afford to pay his living expenses, the company will pay his living expenses without undertaking any kind of work from him.
Sheraton Hotel Case Study:
Sheraton is a large international chain of hotels and resorts. Sheraton Hotels is one of the best brands in the hospitality industry. Sheraton offers our customers the best possible service. People who pay for staying at a hotel are called guests, but Sheraton considers employees to be internal guests as well. As a result, Sheraton Hotels offers employees many motivational benefits with a basic salary. Sheraton offers bonuses, medical facilities, tuition for employees' children, airline tickets, and a 50% discount on Sheraton. They give you a 50% discount as an employee, and if you live in KL and work at Sheraton KL and you go to Karachi Pakistan and you want to stay at the Karachi Sheraton Hotel you will be in a managerial position If you have a room meal is completely free, if you are working at the 3rd level, the room is free and you only have to pay for the meal. After the employee retires, the Sheraton Hotel also gives the employee's son or daughter the opportunity to work at Sheraton.
Discussion:
The company is successful thanks to its employees. For example. Sheraton is a large chain of hotels and resorts, offering a lot of monetary rewards for motivation, bonuses, letters of appreciation, birthday cakes, 2-3 nights stays at Sheraton hotels, Mecca pilgrimage allowances and more. I am grateful to the employees. Pakistan faces several issues such as terrorist attacks and political stability, but in this atmosphere the Sheraton Karachi Hotel is on track with over 800 chlores. The employees of this hotel are working hard and what they do at the hotel motivates them by giving them financial rewards and benefits. Looking at the Intel Company, employees also have many benefits. Employees can do their best, so they need to be given financial rewards and benefits after making the right efforts.
Conclusion:
After investing millions of dollars, they only need a return on investment that is highly dependent on employee productivity. The best talent always moves only to employers who keep them happy and allows them to do their best. After analyzing the success of companies like Microsoft, Sheraton, and Google and understanding the benefits offered to employees in your organization, it's safe to say that happy employees are leading them to their best.
Key takeaways:
- Motivation explains why someone or animal starts off evolved, maintains, or ends a selected motion at a particular time.
- Motivational states are generally understood as forces performing inside an agent and create a bent to have interaction in purpose-oriented behavior.
- It is frequently idea that special mental states compete with every different and simplest the most powerful kingdom determines conduct which means you may inspire something without absolutely doing it.
- The paradigm mental kingdom that provides motivation is desire. But various other states, inclusive of beliefs about what to do and reason, also can be motivating.
- Numerous competing theories had been proposed regarding the content material of motivational states. They are called content idea and are generally or constantly aimed toward explaining goals that motivate human beings.
- For instance, Abraham Maslow's hierarchy of desires and ERG idea hypothesizes that human beings have precise goals that inspire them. a number of those wishes, inclusive of food and water, are extra basic than others, like respect from others. On this view, better needs can simplest be motivated after lower needs are met.
- Activist theory seeks to provide an explanation for conduct handiest in phrases of the relationship between the scenario and externally observable behavior, without explicit connection with conscious mental states.
- Motivation can be intrinsic if the activity is favoured due to the fact it's far interesting or a laugh in nature, or extrinsic if the agent's goal is an outside reward this is extraordinary from the activity itself.
- It has been argued that intrinsic motivation has more useful results than extrinsic motivation.
- Motivation can also be labelled by using whether the agent is completely privy to why he behaves to achieve this.
- That is referred to as aware and unconscious motivation. Motivation is closely associated with practical rationality.
- The central concept in this region is that in case you agree with which you should take movement, you have to be inspired to take action.
- Failure to satisfy this requirement will result in a case of irrationality known as Akrasia or weak point of will, and there is a contradiction among our beliefs approximately what we must do and our movements.
- Motivational studies have been followed in various fields. Inside the business area, the vital query is about work motivation. For example, what steps employers can use to motivate their employees.
- Motivation is of unique interest to educational psychologists as it plays an essential position in student studying. Of unique hobby is the effect of intrinsic and extrinsic motivation in this area.
- Organizations are interested in motivational theories due to the fact inspired people are greater effective and result in extra low-cost use of resources.
- Maximum motivational theories distinguish between intrinsic and extrinsic factors. The former is related to personal hobbies, leisure and willingness to participate in activities.
- Individuals who are assured and satisfied that their competencies will cause success are more likely to have an excessive level of crucial motivation. Outside motivation makes a speciality of the outcome of the interest.
- In other phrases, the character is pushed via the final results, no longer the interest itself.
- Frequently cited motivational theories include the Dichotomy model for escape, force reduction idea, cognitive dissonance theory, and motivation driven with the aid of Abraham Maslow's hierarchy of desires.
Leaders and their leadership skills play a crucial role within the growth of any organization. Leadership refers to the process of influencing people's behavior in a positive and diligent way to achieve the Group's goals.
Leaders need to have the ability to maintain good relationships with their followers and subordinates and motivate them to reach their organizational goals.
Leadership is the art of influencing a group of individuals to achieve a common goal. To extend that further, leadership is the process of interpersonal relationships in which one seeks to influence the behavior of others in order to achieve a predetermined purpose. Among the different people who have defined leadership, the influence and achievement of goals is a common denominator.
Leadership Characteristics:
Based on an analysis of the various definitions, the following characteristics of leadership become apparent:
1. Leadership is a process of influence:
Influence is an individual's ability to directly or indirectly change the behavior, attitudes, and beliefs of another individual. Someone has correctly defined leadership as "a process of social impact in which one can seek the help and support of another to accomplish a common job."
2. Leadership is not one-dimensional.
The essence of leadership is followership. Leadership is a multifaceted system of thinking. From a system thinking perspective, organizational performers (followers) need to participate in the leadership process. Without followers, leadership is impossible.
3. Leadership is multifaceted:
Leadership is personality and specific skills (motivation, honesty, self-confidence, attractive personality, determination, etc.), style (freewheeling from the authority), and contextual factors (internal and external environment of the organization, purpose)., Tasks, resources)., And the cultural value of leaders and followers).
4. Leadership is goal-oriented:
Leadership is "forming a group of people to achieve a common goal." Therefore, the impact is only relevant to the goal. Other than goals, concerns have nothing to do with leadership.
5. Leadership is not primarily a specific personality trait.
A characteristic closely associated with leadership is charisma, but many of us with charisma (for example, movie actors and sports heroes) aren't leaders.
6. Leadership is primarily not a formal position.
There are many great leaders who didn't hold high positions, like Gandhi, Luther King Jr., and Anna Hazare. On the other hand, some people are in high positions but not leaders.
7. Leadership is not primarily a set of important objectives.
It involves getting things done.
8. Leadership is not primarily a series of actions.
Many leadership manuals suggest that leadership involves delegation, inspiration, and vision provision. But non-leaders can do these things, and some talented leaders don't do them at all.
Leadership Features
- Affecting the Behavior of Others: Leadership is the ability to influence the behavior of other employees in an organization and work together to achieve a common purpose or goal.
- Interpersonal Process: It's the interpersonal process between leaders and followers. The relationship between leaders and followers determines how efficiently and effectively your organization's goals can be achieved.
- Achieving Common Organizational Goals: The purpose of leadership is to guide people within an organization to work towards achieving common organizational goals. Leaders bring people and their efforts together to achieve common goals.
- Continuous process: Leadership is a continuous process. Leaders need to guide and monitor their employees every time to ensure that their efforts are moving in the same direction and not deviating from their goals.
- Group process: A group process in which two or more people interact together. Leaders cannot lead without followers.
- Situationally: You are bound by the situation because everything depends on working on the current situation. Therefore, there's no single best sort of leadership.
Functions
1. Goal setting:
Leaders are expected to perform creative functions that present goals and policies to influence their subordinates to understand with enthusiasm and confidence.
2. Organize:
The second function of the leader is to create and form an organization with a scientific line by assigning appropriate roles to individual abilities so that various components function sensitively toward the achievement of the company's goals. That is.
3. Start of action:
The leader's next function is to fully demand the initiative Group concerns. He should not rely on others for his decisions and judgments. He should come up with new ideas and his decisions should reflect original ideas.
4. Adjustment:
Leaders need to coordinate the interests of individual members of a group of organizations. He needs to ensure voluntary cooperation from the group in achieving a common goal.
5. Direction and motivation:
The main function of a leader is to guide and direct the group and motivate people to do their best to achieve their desired goals. He needs to build confidence and enthusiasm for the workgroup.
6. Link between management and workers:
The leader acts as a necessary link between management and workers. He interprets management policies and programs to his subordinates and represents the interests of his subordinates in front of management. He can only prove effective if he can act as a real guardian of the interests of his subordinates.
By analyzing the function of leadership, the importance of leadership in management can be stated under the following five heads.
1. Motivation for Group efforts:
Management is about exercising organizational leadership to let others do the work. Leadership is essential to the performance of work, as group effort and teamwork are essential to achieving the goals of the organization.
Through the exercise of leadership, managers can influence any group of human work achievements. Leadership takes the group to a higher level of performance through its commitment to relationships.
2. Assistance to authority:
Managers exercise the power to manage the people in an organization, making their job easier wherever they are supported by leadership. There are significant restrictions on permissions and the use of permissions for high performance. Authority alone cannot generate the initiatives and wit needed for many jobs.
However, leadership relies heavily on influence, so you can get concrete and improved results of human efforts. Leadership contains all the important elements of direction to inspire people and motivate them to succeed in their work.
3. Emphasizing human performance:
Effective leadership is required at various levels of management, from top management to leadership action. Achieving goals by mobilizing and leveraging people is the social skill of leadership.
The best planning can be done and the ideal organizational structure can be shelved by deliberately limiting human efforts at the operational level. The high performance of working people is the focus of administrative work. And this high performance can be ensured by supervisory leadership.
4. Integration of formal and informal organizations:
Informal leadership takes precedence over management in managing and regulating employee behavior when management is unable to demonstrate competent leadership. In the face of this situation, management cannot influence workers, improve performance, or stop employee anxiety.
Leadership is the natural accompaniment of all human groups. When management fails to exercise effective leadership, workers are primarily reliant on informal leadership for personal and social satisfaction.
5. Grounds for cooperation:
Leadership provides the foundation for cooperation in several ways. Good two-way communication, personal relationships between people, the use of participation, and the creation of opportunities to meet needs are aimed at gaining a better understanding of the mutual perspectives of leaders and their subordinates. This increased understanding gained through the interaction of individual personalities promotes favourable emotions and attitudes between them.
1. Dictatory or authoritarian style:
Also known as leader canter style. Under this sort of leadership, authority is totally centralized to the leader. In other words, authority is left to the leader himself. He has all the power to make decisions. There are not any two ways to speak, only downward communication is employed.
It is the leader who ran only communication, not communication. He uses coercive means. He adopts a negative motivational method. He wants immediate obedience to his orders and instructions. Violations of his subordinates lead to punishment. There is no participation in the decision making of subordinates. The leader thinks he is the only talented person. Under the Dictatorial style, you don't waste time communicating two-way to seek opinions and advice. The task will be completed on time.
Edwin. B. Filippo has divided his Dictatorial leadership style into three:
(A) Hard-boiled or strict Dictator:
He is taking advantage of negative influence and expects his orders to be followed immediately by employees. Failure to obey his orders will result in punishment. His outlook is "payment for performance." He makes all the decisions and reveals nothing to anyone.
He is pretty strict about performance. This style is useful for new and inexperienced employees. However, this style should not be adopted if the employee is inherently diligent, experienced, and fully understands responsibilities.
(B) Benevolent Dictator:
He uses positive influence to build effective relationships. He is known as the leader of paternity. He praises his employees and invites them to get solutions to their problems if they obey his orders.
He takes on the position of his parent. He is happy to control all the actions of his subordinates. He wants full loyalty from his subordinates. He hates dishonesty and punishes dishonest employees. He makes all the decisions and doesn't want any interference. This style of leadership is only useful if your subordinates do not want to be held accountable and want close supervision.
(C) Operational Dictator:
He is operational in nature and creates a sense of participation in the decision-making process in the minds of his subordinates and employees. Like the other two types, he decides everything himself. Failure to obey his orders will result in punishment.
2. Democratic or participatory style:
This style of leadership is also known as group canter or consulting leadership. Under this style, leaders consult with the group and seek their opinions and participation in the decision-making process from: Democratic leaders empower the groups and after their consultation decisions have been made.
Leaders of this style encourage discussion by group members on issues under consideration and reach consensus decisions. A two-way communication channel is used. Participation or involvement in the decision-making process will be rewarded. This style uses positive motivational techniques.
Exchanges of ideas with subordinates and leaders are encouraged. Human values are justified. The leader gives his subordinates more freedom and encourages them to share responsibilities.
Subordinates exercise self-control. The leader does not delegate the authority to make decisions to his subordinates, but their opinions are sought before making a decision. Under this style, subordinates do not feel that their opinions are respected, valued and ignored. The leader delegates responsibility according to the experience and knowledge of his subordinates.
The cooperation of subordinates who lead to creativity is required. This also improves productivity. This is a very effective style in which subordinates have talent and qualifications. Build confidence among your subordinates and work under participatory leaders to increase job satisfaction. Improve the quality of decision-making, taking into account the important opinions of competent subordinates.
This style of leadership has its disadvantages. It will take more time to reach a decision. If the participation from subordinates is due to the name, the effect will be low. Talking to others when making decisions goes against the leader's ability to make decisions. Leaders have to waste a lot of time chasing their subordinates. If an employee refuses to work as a team with other members of the group, the leadership style will be invalidated.
3. Laissez-faire or free rain style:
Under this style of leadership, there is virtually no direct leadership. Therefore, it is known as "no leadership at all". Subordinates have full delegation of authority so that they can make their own decisions. There is a free flow of communication.
Subordinates need to exercise self-control. You also need to direct their activities. It's a true leadership, people-oriented style. Leaders give followers and subordinates freehand. Lack of leadership can have a positive and sometimes negative impact.
Free restraint leadership may be effective if the members of the group are very enthusiastic. The negative side creates a wound on the leader himself due to his inability to guide his people. It throws an attack at the leader. However, this style of leadership provides the opportunity for competent members of the group to meet and achieve their self-fulfilling needs.
It gives members the opportunity to take the initiative. It gives everyone an opportunity for open discussion and creativity. There is a free working environment. Members are anxious and dissatisfied with their lack of specific decision-making authority.
This style of leadership recedes when some members of the group refuse to cooperate. You cannot make the right decision. It can lead to confusion and confusion. This style can work well if your subordinates are very competent, able to exercise self-control, and have the ability to make decisions.
Successful leaders ensure the desired behavior from their followers. It depends on the quality of leadership he is ready to offer. An effective leader must have certain basic qualities. Different authors mention different qualities that an individual must have to be a good leader.
They are:
- Good personality.
- Emotional stability.
- Sound education and professional ability.
- Initiatives and creative thinking.
- Purpose and sense of responsibility.
- Ability to teach and teach.
- Sufficient understanding and judgment.
- Communication skills.
- Sociable.
- An objective and versatile approach.
- Personality honesty and honesty.
- Confidence, diligence, industry.
- Courage to simply accept responsibility
Organization dynamics deals with organization attitudes and behavioural patterns. Organization dynamics is ready how corporations are fashioned, what their structure is, and what approaches they comply with in their functioning. Consequently, it's far related to the interactions and forces that act between the groups.
Institution dynamics is associated with all styles of groups, both formal and casual. If the Upa authorities has installation a ministerial organization on all governance problems, the ideally suited court docket of India has 27 judges group committees that oversee all styles of non-judiciary work inside the ideally suited courtroom. The term organization may be very common in organizational settings, and research on agencies and institution dynamics is an essential region of observe.
All agencies are corporations in their own right. A group is or more people who share a common meaning and recognition and come collectively to reap a common aim. In different words, a collection is a collection of individuals who have interaction with each different. As a member, we be given the right and obligation to share a common identification.
Types and interactions of groups
Institution kind:
One way to classify corporations is in formal and informal bureaucracy. Formal agencies are installed by means of the corporation to achieve that goal, at the same time as casual businesses voluntarily merge. Formal companies can take the form of command companies, project businesses, and feature businesses.
- Command institution:
A command group is unique inside the org chart and frequently consists of a boss and his subordinates who record to that boss. An instance of a command organization is the CEO of a marketplace studies agency and a researcher under it.
2. Task organization:
Undertaking corporations are made from individuals who paintings collectively to accomplish commonplace tasks. Individuals are recruited to gain a slim variety of desires inside a certain time period. Task organizations are also typically stated as undertaking forces. The enterprise appoints individuals and assigns desires and responsibilities to be finished.
Examples of assigned obligations are developing new products, improving production strategies, or designing syllabuses beneath a semester system.
Other not unusual venture businesses are unplanned committees, task corporations, and standing committees. An advert hoc committee is a brief group created to remedy a selected criticism or expand a method, and commonly disbands after the group completes its assigned undertaking.
3. Functional organization:
Useful corporations are created with the aid of a business enterprise to acquire unique dreams inside an unspecified time body. Functional corporations will live on after reaching their contemporary goals and targets. Examples of practical corporations are advertising, customer support, or accounting.
In comparison to formal corporations, casual organizations are clearly formed and formed in reaction to the common pastimes and commonplace values of humans. Those are created for purposes apart from accomplishing your company's goals and have no distinct time frame. Informal organizations aren't appointed by means of the business enterprise and contributors can invite others every now and then.
Informal companies may have a robust effect on companies that can be advantageous or negative. For instance, personnel forming informal organizations can talk methods to improve the manufacturing procedure and create shortcuts that endanger pleasant. Informal corporations can take the form of interest groups, friendship businesses, or reference businesses.
Interest companies:
Interest corporations normally persist over time and can remaining longer than the general informal institution. Members of an income institution won't be part of the equal organizational unit, however are tied together by means of other commonplace hobbies.
Organization income dreams and objectives are specific to each group and may not be relevant to your employer's objectives and goals. An instance of a hobby organization is a student who has come collectively to shape a research institution for a specific magnificence.
Friendship group:
Friendship companies are formed through members who experience similar social activities, politics, non-secular values, or different commonplace ties. Participants experience each other's organisation and every now and then meet after paintings to participate in these sports. As an example, a collection of personnel forming a friendship institution may have a yoga organization, the Rajasthani affiliation in Delhi, or a monthly kitten celebration lunch.
Reference organization:
Reference businesses are a type of organization that humans use to evaluate themselves. The primary cause of the reference institution is to are looking for social verification and social contrast. Social verification lets in people to justify their attitudes and values, and social comparisons help people examine their conduct through evaluating them to others. Reference corporations have a robust have an effect on at the behavior of participants. Such agencies are fashioned spontaneously. Circle of relatives, friends, and non-secular affiliations are effective reference organizations for maximum individuals.
Factors Affecting Group Behavior:
The success or failure of a group depends on numerous factors. Group member resources, structure (group size, group role, group norms, and group cohesion), group processes (communication, group decision-making processes, force dynamics, competing interactions, etc.), and Group tasks (complexity and interdependence).
1. Group member resources:
Members' knowledge, abilities and skills. Personality traits (sociality, independence, independence) are resources brought in by group members. Success depends on these resources that help the task.
2. Group structure:
Group sizes vary from two to a large number of people. Small groups of 2 to 10 people are considered to be more effective, as each member has ample opportunity to join and actively participate in the group. Large groups can waste time trying to determine the process and then who will participate.
Evidence supports the notion that satisfaction increases to a certain point as the size of the group increases. Increasing the size of the group beyond 10-12 members reduces satisfaction. It is becoming increasingly difficult for members of large groups to identify each other and experience cohesion.
Group role:
In formal groups, roles are always pre-determined and assigned to members. Each role has specific responsibilities and obligations. However, there are new roles that develop naturally to meet the needs of the group.
These new roles often replace assigned roles as individuals begin to express themselves and become more active. Group roles can be divided into work roles, maintenance roles, and block roles.
The role of work is a task-oriented activity that involves achieving the goals of the group. They include a variety of specific roles such as initiators, informers, clarifiers, summarizers, and reality testers.
The maintenance role is a social and emotional activity that helps members maintain their involvement in the group and increase their personal commitment to the group. The maintenance role is the harmonizer, gatekeeper, consensus tester, encourager, and compromiser.
Role blocking is an activity that confuses the group. Blockers stubbornly resist group ideas, disagree with group members for personal reasons, and have hidden agendas. They can dominate the debate, verbally attack other group members, and distract the group with trivial information and unnecessary humour.
In many cases, the blocking behavior may not be intended as negative. Members may make jokes to relieve tension or question decisions to force group members to rethink the problem. The role of blocking is attackers, blockers, dominators, comedians, and evasive actions.
Role conflicts occur when there is ambiguity between the roles sent and the roles received (confusion about delegation and lack of a specific job description), leading to frustration and dissatisfaction, and ultimately. It will lead to turnover. Conflicts between perceived roles and role behaviours (conflicts between work roles and family roles); competing demands from various sources during task execution.
3. Group process:
Group decision making is excellent. The group will generate more information and knowledge, generate a variety of choices, increase the acceptance of the solution, and increase its legitimacy.
Decisions are time consuming, minority dominance, pressure to adhere to group decisions, and no one is responsible for the decisions. Group processes also include communication, conflict management and leadership. These will be discussed in more detail in the following chapters.
8 Cs for Team Building:
To show performance and profitability, executives are looking for ways to improve their productivity.
Creating an Effective and Intensive Working Team Successful team building requires attention to each of the following:
1. Clear expectations:
Managers need to clearly communicate expected performance to team members, and team members need to understand why they were created. To that end, organizations need to support their teams with resources of people, time, and money.
2. Commitment:
Team members must join the team, feel that the team's mission is important, and show their commitment to achieve the team's mission and expected outcomes. Commitment will come if team members find their service valuable to the organization and their own career.
3. Ability:
Team members must have the knowledge, skills, abilities, resources, strategies, and support they need to accomplish their mission to address the issues that have been formed.
4. Control:
The team does not only have enough freedom and authority to feel the ownership needed to achieve that charter., Not only accountability. A defined review process is required.
5. Collaboration:
Teams need to understand the group process and work effectively and collaboratively with other members of the team. To do this, you need to understand the roles and responsibilities of team members, team leaders, and team recorders.
6. Communication:
Team members need to discuss with each other clearly and honestly in order for team members to prioritize tasks and receive regular feedback. We welcome diverse opinions and actively address conflicts.
7. Creativity:
Teams need to evaluate creative thinking, unique solutions, and new ideas. Reward members who take reasonable risks to make improvements. If necessary, we need to provide training, education, access to books and movies, and field trips to inspire new thinking.
Teams can have the various skills needed to successfully innovate, allowing them to creatively develop new products, new technologies, new services, or new organizational structures.
Team members can identify each other's weaknesses and balance each other's strengths and weaknesses. Managers need to empower their teams and take responsibility for the innovation process.
8. Adjustment:
The team needs to understand the concept of an internal customer who provides a product or service. Team efforts need to be coordinated by a central leadership team that helps groups get what they need to succeed.
Teams across departments and teams from multiple departments need to work together effectively. Organizations need to develop customer-centric and process-centric orientations and move away from traditional departmental thinking.
Pay time and attention to each of these eight tips to help your team contribute most effectively to your business success. Your team members love you, your business finds new heights, and empowered people "own" and take responsibility for the process of their work
Group Development / Evolution Process / Stage:
Group development is a dynamic process. How will the group evolve? There is a five-step process that the group goes through. This process involves five stages: forming, storming, norming, performance, and adjourning.
Forming
The first stage of a group's life involves the formation of the group. This stage is characterized by members seeking either job assignments (in formal groups) or other interests (in informal groups) such as status, affiliation, or power. Members at this stage engage in busy types of activities or show indifference.
Storming:
The next stage of this group is characterized by the formation of diads and triads. Members look for familiar or similar individuals and begin deeper sharing of themselves. Continued attention to subgroups can create group differentiation and manifest tensions throughout the Dyad / Triad. Pairing is a common phenomenon. There are conflicts when it comes to managing groups.
Norming:
The third stage of group development is characterized by more serious concerns about task performance. The Dyad / Triad will start to open and start looking for other members in the group. Efforts are being made to establish various standards for task performance.
While the authority is relaxing, members begin to take greater responsibility for their groups and relationships. At the end of this stage, a clear picture of the leadership hierarchy becomes clear. With the solidification of the group structure and the sense of group identity and friendship, the standardization stage is over.
Performing
This is the stage of a fully functional group where members consider themselves to be a group and participate in tasks. Each person contributes and the authority is also considered a member of the group. According to group norms, collective pressure is applied to ensure the process of group effectiveness of the group.
The group can redefine its goal development in the light of information from the external environment and show an autonomous will to pursue those goals. The long-term viability of the group is established and nurtured.
Adjourning
There is also a fifth stage for temporary groups with limited tasks at hand, such as project teams, task forces, or other such groups. This is called adjourning.
The group decided to disband. Some members may be happy with the performance, and some may be dissatisfied with stopping the meeting with the group members. Postponement is sometimes called mourning. In other words, to mourn the postponement of the group.
Readers should note that the above four stages of group development for permanent groups are merely suggestive. In reality, several stages may proceed at the same time.
Process of Group Development
Key takeaways:
- Leaders and their leadership skills play an important role in the growth of any organization.
- Leadership refers to the process of influencing people's behavior in a positive and diligent way to achieve the group's goals.
- Leadership characteristics:
- Qualities of a Good Leader:
- Main leadership styles:
- Democratic style of leadership is also known as group canter or consulting leadership. Under this style, leaders consult with the group and seek their opinions and participation in the decision-making process from: Democratic leaders empower the groups and after their consultation decisions have been made.
- As the name implies, the leader manipulates employees to achieve his goals. The operation leader is very selfish and utilizes the aspirations of the employee for his benefit
- Transaction leadership, as the word transaction means, is based on the exchange process between leaders and followers
- The idea of transformational leadership was first developed by James McGregor Burns and later extended by Bernard Bass and others.
- The third stage of group development is characterized by more serious concerns about task performance.
Case Study:
Effective leadership
Case 1
Jordan was a kind of manager and was able to break the company's rules slightly when it came to keeping loyal customers. He encouraged employees to think independently, especially when it comes to customer needs. Jordan's management style was primarily to create a friendly and inspiring atmosphere among the staff and to reward and praise their hard work. The result is higher revenue, lower employee turnover, and more productive work for motivated staff. Jordan offered employees high wages, increased responsibility for promotions, compensation management and more. This loyalty to employees has led to the success of the store. After Jordan was moved to another store, Jan Hoytor was appointed as a pet shop manager. Jan introduced a completely different management style. She was strict, disciplined, and very enthusiastic about the rules. She changed her compensation policy, reducing salaries and penalizing employees for violating the store's return policy or providing customers with samples of new products to try before making a purchase. She didn't care that it was reflected in her dishonest attitude towards her customers, which could lead to customer losses. She also had a negative impact on the internal working environment. Employees have begun to think about changing jobs.
Discussion
The ethical issues in this case are clear that he applied the principles of both effective leadership and effective followership, even though Jordan's business politics was correct from both a professional and moral point of view. (Daft & Lane, 2015), his district manager disapproved him. However, as a leader, he has demonstrated the ability to build positive and individual relationships with each follower and provide greater benefits to customers and organizations. He succeeded in connecting people for a common purpose by connecting with people on a personal level. Jordan showed respect, friendliness and loyalty to his men and contributed to effective teamwork and cooperation. As a follower, Jordan demonstrated his effectiveness in demonstrating his ability to take initiative, think independently, take responsibility, and solve problems without instructions. He managed to establish and develop a credible relationship between the customer and the clerk. From this case, it can be seen that Jordan succeeded in controlling the staff as well as managing the work and productivity of the store.
Another manager, Jan Whitall, had a different idea. She was a disciplined and responsible manager and kept the rules, but on the other hand, everything that was previously built: a friendly atmosphere, a willingness to work productively, a desire to work for her, destroyed order at all. She didn't mind that such management tactics would certainly lead to the loss of loyal customers and, as a result, the loss of revenue.
In conclusion, this case is very important because being an effective manager means being an effective leader as well as an effective follower. Effective managers need to develop a global vision of how to achieve company goals in a way that not only blindly follows established rules, but also emphasizes both people and tasks. In other words, a good manager, such as a good legal scholar, must follow both the wording and spirit of the law and make decisions according to the demands of each unique situation encountered.
Questions
Q1. What are the good qualities of a leader?
Q2. According to you who could be the best leader?
Q3. What changes can you make when you would be in a place of Jordan?
Decision making describes the process by which a course of action is selected as a way to address a particular problem. People at all levels in the organization are constantly making decisions and solving problems. For managers, decision-making and problem-solving tasks are a particularly important aspect of their work.
Characteristics of rational decision making
- Image for collecting information
- Reasonable choices often have the following characteristics:
- Decision-making follows a problem-to-solve process or an orderly path.
- There is one best or best result. Reasonable decisions aim to optimize or maximize utility.
- The solution chosen matches the tastes and beliefs of the decision maker.
- Reasonable choices will meet the conditions of logical coherence and deductive completeness.
- Decision making is objective, unbiased and factual.
- Information is collected for analysis during the decision-making process.
- Future results will be considered for each decision option.
- Structured questions are used to facilitate a broad and in-depth analysis of situations or problems that require a solution.
- Risks and uncertainties are addressed with a mathematically appropriate approach.
In an ideal case, all rational decision makers would reach the same conclusion when presented with the same set of information sufficient to make a decision. This suggests that collaborative decision-making often employs a rational decision-making process.
Which employee should I assign a specific task to? How should profits be invested? Whether the problem is big or small, it is usually the manager who needs to confront the problem and decide what action to take. The manager makes the decision to address both the problem and the opportunity. For example, deciding how to reduce costs by 5% reflects the problem.
Managers also have to make decisions when there is an opportunity for misuse. If the company has surplus funds, the manager must decide whether to use the additional funds to increase shareholder dividends, reinvest in current businesses, or expand into new markets.
The quality of a manager's decision is a measure of effectiveness and value for the organization. Managers are usually evaluated and rewarded based on the importance and outcome of their decisions. This shows that managers inevitably need to develop decision-making skills.
The importance of decision making:
- Managers who use a rational, intelligent, and systematic approach are more likely to come up with quality solutions to the problems they face than managers who do not use this approach.
- Reasonable decision makers have a clear understanding of alternative behavioural policies to achieve their goals under certain circumstances.
- Reasonable decision-making is based on the information available to decision makers and their ability to evaluate alternatives.
- Reasonable decision-making aims to determine the best solution by choosing the alternatives that most effectively help achieve the goal.
Decision Limitations:
- It is very difficult for management to make a completely rational decision because it is done with the future in mind, and the future is very uncertain.
- It is very difficult to determine all the alternative course of action that you may follow to achieve your goals.
- Reasonable decision-making can be an almost impossible task if you have to explore areas you have never explored before.
- In most cases, even with advanced analytical techniques and computers, it is not possible to completely analyze all the possible alternatives generated.
- Decision makers strive to be perfectly rational, but restrictions on information, time, and certainty can limit rationality.
- From time to time, managers allow their risk aversion tendency to disrupt their rational decision-making process.
Selection-making under fact:
Situations every day truth exist while the choice maker is aware of what the options are, the situations every day each opportunity, and the outcome every day state modern opportunity with reasonable certainty. Underneath fact conditions, correct, measurable and dependable facts is daily that underlies selection making.
The relationship among reason and impact is known and the future is exceptionally predictable under positive conditions. Such situations exist within the case trendy routine and repetitive decisions about the operations brand new everyday a business.
Decision making under certainty
Risks get up every time the supervisor lacks entire records or there may be statistics asymmetry. At hazard, selection makers have incomplete facts about the daily alternatives, however have an excellent concept cutting-edge the possibility day-to-day final results for every alternative.
While making selections at threat, the manager daily decides the chances day-to-day each alternative daily on the records every day be had and his experience.
Decision making under uncertainty:
The most important selections made in present day complex surroundings are formulated underneath uncertainties. Uncertainty conditions exist when the future surroundings are unpredictable and the whole thing is in flux. Choice makers are ignorant of all day everyday options, the risks every day them, and the results every day alternative or their chances.
Managers do not have whole records about alternatives and anything statistics is available everyday may not be absolutely dependable. In the face modern day such uncertainty, managers need day-to-day make unique assumptions about the state of affairs every day provide a rational framework for selection making. They day-to-day depend upon their judgment and enjoy every day make choices.
A cutting-edge approach everyday selection making beneath uncertainty:
There are numerous technologies to enhance the best contemporary choice making in unsure conditions.
The maximum important of these are:
(1) Danger analysis,
(2) With a decision tree
(3) preference theory.
Risk analysis:
Managers who follow this technique analyze the significance and nature daily the risks day-to-day selecting a particular direction daily action.
As an instance, whilst launching a new product, managers need every day carefully examine each cutting-edge the following variables: the cost day-to-day launching a product, its manufacturing prices, the desired capital investment, the charge you may set for the product, the potential marketplace size and how many modern the total market it represents.
Threat analysis consists of quantitative and qualitative chance assessment, threat management, and danger conversation to give managers a higher expertise trendy the risks and blessings associated with the proposed set present day movements. This selection represents a trade-state-of-the-art among dangers and benefits daily a specific course cutting-edge motion underneath unsure situation.
Decision tree:
These are considered daily be one of the day-to-day methods every day investigate selections. The decision tree technique includes alternative path day every day motion and a picture representation contemporary the feasible consequences and dangers daily every motion.
This selection-making method allows choice makers daily music the quality path or course state-of-the-art movement, the use of a "tree" diagram that indicates the selection factors, danger activities, and probabilities contained within the diverse route brand new every day action.
Choice or utility concept:
This is another method daily choice making in unsure situations. This method is daily at the concept that individuals have distinct attitudes day-to-day hazard. Some individuals are willing daily take most effective smaller risks (“chance avoiders”), whilst others are inclined everyday take more dangers (“gamblers”). The statistical chances daily specific behavioural regulations are every day on the idea that choice makers will observe them.
Three for instance, if a choice is 60% probably every day be accurate, daily seem reasonable for someone day-to-day take a danger. This may not continually be authentic, as individuals won't want every day take dangers, as there's a forty% chance that the choice is inaccurate. Attitudes day-to-day hazard depend upon the occasion, the man or woman, and the position.
Day-to-day-degree managers commonly take the finest danger. However, the identical supervisor who takes the risk latest thousands and thousands day everyday rupees on a particular software and makes a decision daily prevail with a seventy-five% threat is much less probably every day do the same together with his personal cash.
In addition, managers who're willing everyday take 75% chance in a single scenario can be inclined every day achieve this in any other. Similarly, daily executives may additionally launch an advertising campaign with a 70% threat trendy achievement, but decide daily oppose investing in plants or equipment until they have a high-risk ultra-modern fulfilment. There's a possibility.
However personal attitudes day-to-day hazard range, however things are certain.
- First, attitudes daily risk varies from state of affairs day-to-day situation. That is, some are threat averts in some conditions and gamblers in others.
- Some human beings have an excessive aversion daily danger, even as others have a low aversion day-to-day danger.
- Maximum managers choose to be a threat avoid to a degree and can therefore abandon their possibilities. Maximum managers daily risk averts whilst their stakes are excessive. While stakes are small, they every day be gamblers.
13 essential incentives for small industries that deserve unique point out
A number of the main incentives for small industries in India that deserve unique point out are:
Incentives are a motivational factor that motivates people to work tougher or paintings extra efficaciously.
Both imperative and nation governments provide many incentives to force the boom of small industries and shield them from onslaught inside the large area. A few of the numerous incentives given to small industries, the following deserve unique point out.
1. Reservation:
To shield small industries from competition through massive industries, the government reserves the manufacturing of sure items solely for the small zone. The number of items committed to the small zone multiplied considerably all through the five-12 months plan and is now 822.
However, prior to the 1997-98 budget, the variety of gadgets reserved for the small region became 836. The minister of finance has unbooked 14 items with a finance of 1997-ninety-eight.
2. Authorities buy choice:
Governments and businesses prioritize sourcing requirements from the small sector. For example, the director of deliver and disposal purchases four hundred gadgets exclusively from the small quarter. The countrywide small-scale industries agency is supporting SSI devices gain a bigger share of presidency and protection purchases.
3. Pricing:
SSI gadgets are given rate priority of up to fifteen% for positive items purchased from each small and massive unit.
4. Supply of raw materials:
The government prioritizes the small quarter over the big area to make sure an everyday deliver of raw materials, imported parts and system. Further, the authorities have liberalized import regulations and streamlined the distribution of rare raw materials.
5. Excise:
For SSI gadgets, excise tax concessions are granted to each registered and unregistered devices in ranges consistent with their manufacturing value. The once-a-year manufacturing price is absolutely exempted up to rs.30 lark, and 75% of the everyday tariff is levied at the production value exceeding rs.30 lark and not exceeding Rs75 Lakh. If the manufacturing value exceeds Rs75 clean, the regular tariff rate could be levied.
6. RBI credit assure scheme:
In 1960, RBI introduced a credit assure system for small industries. According to the scheme, the RBI acts as a guarantee of prepayments that continue to be unpaid, along with hobby delinquency and recoverable prices. This scheme covers not best running capital, but additionally the progress made to create fixed capital.
7. Economic assistance:
Small industries are located underneath precedence sectors. As a result, commercial banks and different economic establishments offer financial help to SSI units on concessional phrases. In the latest beyond of the small commercial development fund (SIDF in 1986, the country capital fund (NEF in 1987, and the single window scheme (SWS) with the aim of presenting greater monetary help to the small area. Numerous schemes have been delivered.) 1988.
SIDF provides refinancing assistance to small and cottage and village industries, in addition to small sectors in rural areas. NEF presents fairness-type assist to small marketers to release new projects within the small / small region. In 1996, the small region obtained forty-two.3 percent of all precedence quarter progress from public area banks.
8. Technical representative service:
Small industries improvement organisation affords technical consulting services to SSI units via a community of offerings and department offices. The rural era development council become set up in October 1982 to provide the technical inputs wished for the rural industry.
The technical consulting corporation gives consulting services to the SSI unit for a backed rate. Many monetary establishments also subsidize SSI devices to take advantage of representative services. As an example, small marketers offering the setup of rural, cottage, small or small gadgets get hold of low value consulting services from technical consulting groups approved by means of all Indian and country stage financial institutions.
They only need to pay 20% of the rate charged via the technical consulting corporation. The complete balance of eighty% or RS 5,000 whichever is decrease, is funded by means of the industrial finance agency of India.
9. Apartment buy-based machines:
The country wide small industries organization (NSIC) will arrange the supply of equipment to the SSI unit on a rental purchase foundation, which include add-ons within the rear region of interest. Subsidy hobby quotes charged on technically qualified individuals and marketers from underdeveloped regions are decrease than those charged on others. Extreme cash paid by means of technically certified people and entrepreneurs in underdeveloped areas is 10% in comparison to fifteen% in different cases.
10. Transport subsidy:
Transport subsidy device, 1971, gives transport subsidies to small gadgets in selected regions inside 75% of the fee of transporting raw materials added into selected regions and completed merchandise added out of selected areas. It is supposed to be granted.
11. Schooling facility:
Indian entrepreneurship institute, financial establishments, industrial banks, technical consulting businesses, and NSIC offer education to current and capacity marketers
12. Advertising help:
The countrywide small industries business enterprise (NSIC), small industries development organisation (SIDO), and numerous export merchandising councils help SSI gadgets sell their products in home and international markets. SIDO conducts schooling programs on export advertising and holds meetings and seminars on export promoting.
13. District enterprise middle (DIC
The 1977 business policy assertion added the concept of DIC. Consequently, DIC can be hooked up in every district. DIC presents and arranges help and system applications for credit score steering, raw fabric supply, advertising and marketing and extra.
References:
- O. P. Khanna, industrial engineering and management, Dhanpat Rai and sons, New Delhi.
- E. H. McGraw, S. J. Basic managerial skill for all.
- Tarek Khalil, Management of Technology Tata McGraw Hill Publication Pvt. Ltd.
- Prabuddha Ganguli Intellectual Property rights Tata McGraw Hill Publication Company
- Management Accounting and financial management by M. Y. Khan and P.K. Jain, Tata McGraw Hill-Tata-ISBN.