Assignment On Organisation Behaviour Course Business Essays

Assignment On Organisation Behaviour Course Business Essays Introduction: Management is process of organise ideas, activities and people. Without organise activities individuals and teams are not involved in successful performance of work organisations. All the managers in organisation perform certain functions to get things done by teams and individuals. Organising is the process of allocating work, arranging team and groups, allocating power and recourses among the members of organisation to achieve goals and objectives of the organisation. Stephen P. Robbins (1997) defines Organisation behaviour as a field of study that investigates the impact that individuals, groups, and structure have on behaviour within organizations for the purpose of applying such knowledge towards improving organizations effectiveness. Thus Organisation Behaviour is fundamentally concerned with what people do in organizations. It applies the knowledge gained by individuals, teams and group which makes organisation work more effectively. Organisation behaviour is a very important concept of effective management in modern era of business. Organisation behaviour is the study of peoples behaviour in the organisation because organisation is not known for their buildings and locations but for their human recourses. Now a day Multi National Companies (MNCs) are operating their business globally and they are adopting cross cultural approach to the managing people from different cultures and regions. (Mullins L, 2005) Most Important factors to effective Organisational performance: There are many factors like leadership, organisational culture, motivation and rewards, training, which are most important for the successful performance of work organisations. Leadership is the process in which followers and situations are involves as a process ingredients and catalyst respectively. The Effectiveness of a leader is too important for any organisation, society and country. Effective leaders create results, attain goal, and realize vision and other objectives more quickly and at a higher level of quality than ineffective leaders. (Hughes et al, 2006). There was substantial uncertainty in the integration that was only made poorer by the external environment such as financial markets crisis.   The leadership plays a critical role in the beginning of the integration of the businesses. The leadership is key factor in the effectiveness of the integration and successful performance of the organisation, with social influence theory guiding the argument in the development of trust between the employees and the leaders.   Based on the organisational behaviour theories, it appears the performance going forward to build the organisational commitment for workforce and ensures the effectiveness of the managers.   Organisational Culture: Organisations build up their culture through history, tradition, structure and organisational goals. Organisational Culture gives an idea of organisations mission, organisations leaders, rituals, beliefs, values and normal behaviour pattern. An organisations culture summarized what it has been good at and what has achieved in the past. Types of Organisational culture: A power culture  is one based on the authority of one or a few number of persons within an organisation. They make important decisions for the organisation. A role culture  is present in large hierarchical organisations in which managers have clear roles to complete which are personally specified. Managers tend to work closely to their job description according to rules and regulations of the organisation. A task culture  exists when teams are formed to complete particular tasks. A separate team culture develops, and because the team is empowered to make decisions. A person culture  is the most unique form of culture and exists when persons are fully allowed to express themselves and make decisions for them. Culture change involves moving an organisation on from one form of culture to another, usually through a culture change programme. Motivation and rewards: Motivation is a behaviour that you can influence but not create. Even highly motivated individuals can get frustrated, discouraged, or tired on a project. Team members need to know they are valued, their efforts are noticed, and their good work is appreciated. Managers are usually aware to some extent of the ways in which both intrinsic and extrinsic types of motivation affect performance and work satisfaction, but there are many complexities in how these different types of motivations and their relevant rewards affect behaviour. One of the most subtle and demanding complexities has been found to occur when extrinsic rewards are given for performance in a task which would otherwise have been undertaken purely out of interest. But effects of the interaction are not simple and have been a subject of extensive debate in recent years. How extrinsic rewards affect intrinsic motivation obviously has many implications for the management of incentives for work and study where both extrinsic rewards and intrinsic motivation are very often found together. Extrinsic rewards have been found to reduce intrinsic motivation, but not in all circumstances. The majority of published research has dealt with the effect on motivation rather than performance, but consequent effects can be evident in performance, and there are many theoretical predictions supported at least in part by empirical findings. When people are intrinsically motivated they tend be more aware of a wide range of range of phenomena, while giving careful attention to complexities, inconsistencies, novel events and unexpected possibilities. They need time and freedom to make choices, to gather and process information, and have an appreciation of well finished and integrated products, all of which may lead to a greater depth of learning and more creative output. Extrinsic rewards tend to focus attention more narrowly and to shorten time perspectives, which may result in more efficient production of predefined or standardised products. Job satisfaction and long term commitment t o a task may also be affected. By intrinsic motivation we mean a process of arousal and satisfaction in which the rewards come from carrying out an activity rather from a result of the activity. We speak of the rewards being intrinsic to a task rather than the task being a means to an end that is rewarded or satisfying. By contrast, one might work hard at a task in order to eat or gain social approval. Such work, undertaken as a means to an end, is typically deficit motivated behaviour, in which there is a reward as a consequence of effort to reach a goal where the deficit is reduced. Intrinsic motivation tends more to be appetitive, new information arousing a slight interest leading to an appetite for more. Training: Well-trained employees are the key to your small business success. Studies have shown that the most successful, productive employees are those who have received extensive training. Theyre the cream of the crop, often having the strongest stake in the companys future. Employee training and development initiatives can transform organizations with providing extra skills to your employees to not only increase safety and productivity but training leads to higher job satisfaction, which shows up in better corporate performance.   Valuable training also includes situational training that provides personnel the skill sets that allow them to make timely, knowledgeable decisions that benefit both the customer and the company. The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity. Benefits of Training and Development   Building a more efficient, effective and highly motivated team, which enhances the companys competitive position and improves employee morale. Ensuring adequate human resources for expansion into new programs. Research has shown specific benefits that a small business receives from training and developing its workers, including: Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision. Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals. Case Study on Business Process Outsourcing Firm Sutherland Sutherland  Global  Services  was  founded  in  1986  as  a  global  BPO  and  Technology   Enabled  services company offering   an   integrated   set   of   backà ¢Ã¢â€š ¬Ã‚ office   and   customer   facing   frontà ¢Ã¢â€š ¬Ã‚ office   services   that support   the  entire  customer   lifecycle.   It is  one  of  the  largest,  independent  global  BPO  companies. It currently has main Headquartered  in  Rochester,  N.Y,  Sutherland  employs  over  26,000  professionals  and  has  25  globaldelivery  centres  in  the  United  States,  Canada,  Mexico,  Nicaragua,  India,  the Philippines,  Bulgaria, and  the  United  Kingdom. Prior to pursuing this course, I had an experience in this BPO at my home country India where I used to work as a Customer Sales Executive. Where, I personally felt the experience of working under good knowledgeable highly skilled leaders who used to keep their team as a strong benchmarking level. The quality of leadership offered was too generous. Every employee used to given a chance or suggestion for exchanging their views and opinions in order to reformulate management or other exhibit activities. However, employee training was beyond the boundary, company mainly puts emphasis on each and individual employee they understands and gives feasible amount of training to respective employee irrespective of level of employees work. Core areas of employee training was to understand and make them confident enough to sustain against every situation come around while employee hits the floor. Furthermore, employee motivation and rewards system was excellent out there. Employee itself works h ard to achieve certain goal which let them feels like special amongst the rest. Moreover, two types of rewards in the form of motivation used to given out to the employees. 1st was the financial Incentive, bonus, Arius and commission was the categories while 2nd was the individual appraisal, promotion and recognition was the formalised rewards system carry out. In a way whole paradigm of organization meant to increase companies revenues. Obstacles affecting Organisation Performance Inner conflicts According to Warren (2003) internal conflicts usually when there is a lack of communication between two departments or say individuals. It can also arise if there is a lack of enthusiasm among the different individuals working in the same company. It also give arise to a conflict if at all there is some deficiency in the vision of seing towards the managing of system. One of the critical obstacles which potentially distracts the overall management of an organisation which leads to conflicts between all the levels of employee such as top middle and low level of management. To avoid this kind of conflicts many firm follows conflict management model where they can change the behaviour and inter-relate difference. An assertive conflict comprises competition, collaboration while a non-assertive conflict comprises avoidance, accommodation in the form of co-operative and non co-operative methods of solving inner conflicts. Furthermore, individual difference such as gender difference or cultural difference may affects the companies inner environment which leads to loss of trust in each other and portray lack of integrity in teams as well as overall moral of team gets down. One more reason of the internal conflicts is the generation gaps among the employees working in the same departments that is the younger generation has got more independent thoughts and also they are more enthusiastic in order of adapting new working patterns, as a result of which the conflicts starts arising between them. According to Daniel (2001) acceptance of change is a sudden change in the working environment or say an up gradation of the system. This would make difficult for the employees working in the organisation to get adapted to the new change. In most of the firms when the system gets upgrade or when there is any new change in the working style most of the employees found a major conflict in adapting it. The reason behind that is most of the employees after a specific pattern; it becomes a tradition of working in that style. Hence after using such a tradition and if suddenly a new pattern is introduced, it becomes very difficult for the employees to adapt the new concept which ultimately gives a raise to conflict. In order to make this concept more clear let us take one case study, when was back in India there was a big issue with one of the most prestigious bank of India that is State Bank of India. As a all the banks going to get upgraded and were going to get computerised the conflicts so arises that most of the employees were working with the traditional system from more than last 30 years and more over none of the employees had any knowledge regarding computers, so when computerised system was introduced it become so hard for them to adapt it. But eventually after giving them lots of trainings it finally came into existences. Thus it is the best example which can explain it more specifically. ii) Changing nature of Modern work organisation: New forms of work organisation have come up in last 25 years which is known as modern work organisation. Many organisations have adopted these new forms and become more successful work organisation. Work has been restructured by new technologies; new looms that attempt to involve staff in improving product quality using less inventories. Employees involvement can provide employees with control over their operational lives or it can provide employees with the opportunity to mention on work organisation but leave the real authority relationships untouched. The work organisation was changed a lot over the time from 19th century (traditional work organisation) to 21st century (modern work organisation). Traditional work organisational structure was layered with functional departments while Modern work organisational structure is more flat containing process teams. Traditional work organisations employees were controlled and did specified task only while modern work organisations employees are empowered and doing multi tasks. Managers and executives were supervisors and scorekeepers in traditional work organisation; they become coaches and leaders in the modern work organisation. Working system value was protective in traditional work organisation which is productive in modern work organisation. New job started with training in traditional organisation but in modern work organisation new job start with learning. Employees promotion was based on performance and activities in traditional work organisation while in modern work oganisation em ployees promotional is based on their ability and outcomes of their their activities. The changing nature of modern work organisation is due to globalisation, more customer focused markets, change in telecommunication, fast spread of Information technology and worldwide competition. The Modern work organisation is like now more flexible and fundamentally changed from generally accepted management theories and techniques. Social, economical and legal factors have changed the concept of corporate social responsibilities (CSR) and business morals. Modern work organisations philosophy is based on trust among employee, teamwork, individual responsibilities and personal development of staff. Management is a cornerstone of organisational effectiveness, and the integrating activity that permeates every facet of the operations of the organisation. I agree with this statement because Management is a vital part of successful organisation. Organisational goals are achieved by employees through managements direction, guidance and integration. Without people there can be no organisation and no productive activity thus managing people effectively is the responsibility of management. Effective management of people in the organisation is very important because physical recourses are owned by organisation but human recourses are not owned by organisation. People have their own feelings, perception, attitude, ideas and working style towards organisation. Thus the role of successful management is to integrate individual and the organisation. The changing nature of modern work organisation is also affect the management but the integrating activity of management which permeates every part of the operations of the organisation. Management as the cornerstone of organisational effectiveness: Management includes a collection of diverse functions undertaken to complete an organisational goal successfully. In the simple word, management is all about getting things done. The term management may be defined recently, but it was present at a time when humankind started learning the art of organising and simply planning. Peter Drucker  (1993) defined management as Supplying knowledge to find out how existing knowledge can best be applied to produce results is, in effect, what we mean by management. But knowledge is now also being applied systematically and purposefully to determine what new knowledge is needed, whether it is feasible, and what has to be done to make knowledge effective. It is being applied, in other word to systematic innovation thus it is clear from definition that management is an innovative as well as a efficient flow of knowledge that can be applied to achieved organisational goals by using people and other recourses in an effective way. Management theories are mainly of two types, one concentrates mainly on efficiency and another concentrates mainly on effectiveness. Efficiency is about doing things the right way and Effectiveness is about doing the right things.  Combination of efficiency and effectiveness is very important for good management style. Organisational effectiveness depends on the organisational structure, operations of organisations, and the process of management and the behaviour of people at work but management is the key factor of organisational effectiveness. Process of management is influenced by legal, social and environmental factors. Managerial roles are mainly five types; organising, commanding, coordinating, controlling and planning. Organising is key role of manager which means being responsible for jobs and tasks being carried out by individuals within organisation. Commanding is important role which means giving orders and instructions to individuals and expecting them to be carried out to achieve organisational goal. Coordinating (Integrating) is essential role of manager which means all activities are arranged, adjusted and integrated in time and situation to ensure smooth running of all organisational operations. Controlling is supervising role of manager which involves directing, inspecting and controlling individuals and teams. Planning is fundamental role of manager which means determines in advance what should be consummated and how it should be consummated. (Bounds G, Yorks L, Adams M, Ranney G, 1994). It is clear from above discussion that management is a cornerstone of organisational effectiveness and without management is not easy to carry out all operations to achieve organisational goals. Management as an integrating activity: Management is heterogeneous and is accepting at all levels of the organisation, as it is an integrating activity. Managers have to manage in order to achieve the organisational goals. Every organisation is seeking effective managers, and the quality of management is a key element of organisational effectiveness. There are mainly four things which influence on organisation behaviour: The Individual, the group, the organisation and the environment. The Individual: Organisations are made up of individual members. Individuals are essential to the study of organisational behaviour. Conflict starts if requirements and demands of the organisation and the individual are mismatched, thus the role of management is to integrate individuals and the organisation as a way to accomplishing organisational goals. The Group: Groups are important to organisational work and performance. Groups are either formal or informal. Groups often build up their own hierarchies and leaders. Groups can influence personality behaviour and performance of the individual, thus managerial understanding is very important for group processes can help the task of integration. The Organisation: Prescribed organisational structure is produced by management. It establishes internal relationships between management and the employees. It provides order and systems among staff and managers. Organisational design can have an impact on the behaviour of people within organisations, thus management helps to direct the organisation towards the achievement of organisational goals through integration of organisational activities. The environment: External environmental factors like technological and scientific development, economic activity, social and cultural influences and the impact of government actions affects the organisation to achieve its goals, thus management needs to integrate the opportunities and risks presented by the external environment to the achievement of goals. Management can integrate the Individual, the group, the organisation and the environment which influence on organisation behaviour. To improving relationship of people and organisation is based on following four points. Organisational processes and execution of work: Management needs to improve organisational processes to help individuals within the operations, who can plan and execute their job effectively to get optimum output using fewer inventories. Coordinating efforts of members of the organisation: Management needs to coordinate efforts of individuals within the organisation, which can create new organisational climate in which they can work more effectively and willingly. Coherent Pattern of activities within total work organisation: Management needs to adapt rational pattern of activities within total work organisation, which can create employee friendly pattern of activities to improve individual speed and style of work. Systems of motivation, job satisfaction and rewards: Management needs to give motivation and rewards to individuals within the organisation, which can satisfy needs of people at work. Job satisfaction and motivation is very important for employee to work hard for attain organisational goals. It is clear from above discussion that management is an integrating activity that permeates every facet of the operations of the organisation. The integrating activity of organisational effectiveness and without management is not easy to carry out all operations to achieve organisational goals. Reference: These changes can have a variety of results. Computers can create new and challenging jobs and they can also be used to make existing jobs more repetitive. There are ongoing debates about how new these new forms of work organization are, how effective they are in making firms more productive, and disagreement on whether they allow workers to work smarter or simply force them to work harder. At the same time many proposals that call for greater worker control are seen as being incompatible with the rights of management. Conclusion This overall study comprises of different aspects mainly which are leads to organizations performance improvement such as employees training, rewards and motivation further how nature of environment remains healthy by excellent leadership where case study of BPO Company highlighted. Lastly, also several points highlighted along with examples and how to overcome from it while the factors described which affects the performance of an organization.

Giberson’s Glass Studio

Giberson’s Glass Studio Comparison of the Past and Recommendations for the Future Giberson’s Glass Studio Income Statement For the Year Ending August 31, 2007 Revenues: Sales $ 31,080 Total Revenue $31,080 Expenses: Materials $ 857 Gas 9,200 Operating Expenses 10,210 Depreciation 4,625 Interest 460 Total Expenses 25,352 Net Income 5,728 Executive Summary This report is to provide an evaluation of the current financial position and prospective profitability of Giberson’s Glass Studio.The calculations used and information are presented in the documents following and outlining each recommendation. We find the company to be in positive financial standing, but with large areas of weakness that will require further investigation and action by management. We will present the following recommendations: * Reset Pricing Structure * Use of Part Time Labor * Time Management Plan * Demonstration Shows * Product Line Expansion Recommendation # 1-Reset Pricing Structure Assumpt ions: * No other changes (i. e. batch size, production size, labor, etc. ) * Increase in Net Income is preferred.Price per Item Calculations: Batch Price-$21. 43 Salary per Working Week-$625. 00 Total Costs per Week-$646. 43 Produced Pounds-39. 3 lbs. Costs per item: Patterned Glass-$8. 22 each Paperweights-$14. 80 each Wrapped Tumblers-$8. 22 each Vases-$9. 87 each We suggest a 50% mark-up from the total cost of each item. Giberson’s Glass Studio Projected Income Statement-Recommendation #1 For the Year Ending August 31, 20XX Revenues: Sales $ 40,520 Total Revenue $ 40,520 Expenses: Materials $ 857 Gas9,200 Operating Expenses 10,210 Depreciation4,625 Interest 460 Total Expenses 25,352Net Income $ 15,168 Recommendation # 2-Use Part Time Labor Assumptions: * Interested in increasing efficiency. * Productions tasks are completed by Mr. Giberson only. * $5/hour meets or exceeds Minimum Wage requirements. Part-Time workers will be completing â€Å"cold time† production act ivities, such as grinding, sanding, and polishing. They will also be packing and shipping, cleaning, clerical duties, and serving customers in store front. Using part-time labor will allow for increased efficiency and allow products to be created and finished simultaneously, which allows for more production during each day.We suggest adding two part-time employees at $5/hour. Employee no. 1- Grinding, sanding and polishing 30 hours per week x ($5. 00 per hour) = $150 per week Employee no. 2- Clerical work, customer service, cleaning 30 hours per week x ($5. 00 per hour) = $150 per week Giberson’s Glass Studio Projected Income Statement-Recommendation #1 & 2 For the Year Ending August 31, 20XX Revenues: Sales $ 40,520 Total Revenue $ 40,520 Expenses: Materials $ 857 Additional Labor 12,000 Gas 9,200 Operating Expenses 10,210Depreciation 4,625 Interest 460 Total Expenses 37,352 Net Income $ 3,168 Giberson’s Glass Studio Projected Income Statement-Recommendation #2 For th e Year Ending August 31, 20XX Revenues: Sales$ 31,080 Total Revenue $ 31,080 Expenses: Materials$ 857 Additional Labor 12,000 Gas 9,200 Operating Expenses 10,210 Depreciation 4,625 Interest 460 Total Expenses 37,352 Net Loss ($6,272) Recommendation # 3-Time Management Plan Assumptions: * Interested in increasing profitability and efficiency. Increase in Net Income is preferred. * Recommendation #2 is accepted. Based on the recommendations made during the time management plan, we would like to increase the number of pieces produced, ultimately increasing profitability and reducing waste. Higher production would allow your backlog to catch up and allow for made-to-order products to be considered and produced. Time Management will help you be more aware of your productivity, keep you on task, and help you become the most productive that you can be. Time is money, as it relates to production. Giberson’s Plan of Weekly ProductionDay of the Week| Time Period| Task| Description| Pro duction Time| Amount of Production| Sunday| 8 am – 5 pm| Charging| Melting Material for Batch| N/A| N/A| Monday| 8 am – 5 pm| Fining| Process to allow air bubbles to escape| N/A| N/A| Tuesday-Saturday| 8 am – 10 am| Lighting the Glory Hole| Procedure to begin daily production| N/A| N/A| | 10 am – 11 am| Heating Ovens| Turning on Annealing Ovens| N/A| N/A| | 11 am- 12 noon| Blowing| Paperweights| 15 minutes each| 4 per day/20 per week| | 12 noon – 1 pm| Blowing| Vases| 25 minutes each| 2 per day/10 per week| | 1 pm- 2 pm| Lunch Break| N/A| N/A| N/A| 2 pm -4 pm| Blowing| Glasses| 15 minutes each| 8 per day/40 per week| | 4 pm – 6 pm| Blowing| Wrapped Tumblers| 15 minutes each| 8 per day/40 per week| Giberson’s Glass Studio Projected Income Statement-Recommendation #1, 2, & 3 For the Year Ending August 31, 20XX Revenues: Sales$ 57,920 Total Revenue $ 57,920 Expenses: Materials$ 857 Additional Labor 12,000 Gas 9,200 Operating Expenses 10, 210 Depreciation 4,625 Interest 460 Total Expenses 37,352 Net Income $20,568Giberson’s Glass Studio Projected Income Statement-Recommendation #2 & 3 For the Year Ending August 31, 20XX Revenues: Sales$ 43,920 Total Revenue $ 43,920 Expenses: Materials$ 857 Additional Labor 12,000 Gas 9,200 Operating Expenses 10,210 Depreciation 4,625 Interest 460 Total Expenses 37,352 Net Income$ 6,568 Recommendation # 4- Demonstration Shows Assumptions: * Recommendation #2 and 3 are accepted. * Pricing remains the same structure, even though it costs less to produce each item. Room for 10 people maximum, with average of 7 people attending at each time slot. Based on the recommendations made under the time management plan, we would like to increase the number of pieces produced, while allowing time with customers on a small group basis to meet desires of customers and owner. Demonstration shows could charge $2 per person per showing, allowing for an additional stream of income, beyond glass p roducts. Each show would be 30 minutes long, allowing for show of making product, discussion, and question and answer time. Giberson’s Plan of Weekly ProductionDay of the Week| Time Period| Task| Description| Production Time| Amount of Production| Sunday| 8 am – 5 pm| Charging| Melting Material for Batch| N/A| N/A| Monday| 8 am – 5 pm| Fining| Process to allow air bubbles to escape| N/A| N/A| Tuesday-Friday| 8 am – 10 am| Lighting the Glory Hole| Procedure to begin daily production| N/A| N/A| | 10 am – 11 am| Heating Ovens| Turning on Annealing Ovens| N/A| N/A| | 11 am- 12 noon| Blowing| Paperweights| 15 minutes each| 4 per day/16 per week| | 12 noon – 1 pm| Blowing| Vases| 25 minutes each| 2 per day/8 per week| | 1 pm- 2 pm| Lunch Break| N/A| N/A| N/A| 2 pm -4 pm| Blowing| Glasses| 15 minutes each| 8 per day/32 per week| | 4 pm – 6 pm| Blowing| Wrapped Tumblers| 15 minutes each| 8 per day/32 per week| Saturday| 9 am – 10 am| H eating Ovens| Turning on Annealing Ovens| N/A| N/A| | 10 am -11 am| Shows| Paperweights| 15 minutes each| 2 per day| | 11 am – 12 noon| Shows| Vases| 25 minutes each| 2 per day| | 12 noon – 1 pm| Lunch Break| N/A| N/A| N/A| | 1 pm – 2 pm| Shows| Glasses| 15 minutes| 2 per day| | 2 pm – 3 pm| Shows| Wrapped Tumblers| 15 minutes| 2 per day|Giberson’s Glass Studio Projected Income Statement-Recommendation #1, 2, 3 & 4 For the Year Ending August 31, 20XX Revenues: Sales$ 43,920 Show Revenue 4,480 Total Revenue $ 62,400 Expenses: Materials$ 857 Additional Labor 12,000 Gas 9,200 Operating Expenses 10,210 Depreciation 4,625 Interest 460 Total Expenses 37,352 Net Income$25,048 Giberson’s Glass Studio Projected Income Statement-Recommendation #2 & 3 For the Year Ending August 31, 20XXRevenues: Sales$ 43,920 Show Revenue 4,408 Total Revenue $ 48,400 Expenses: Materials$ 857 Additional Labor 12,000 Gas 9,200 Operating Expenses 10,210 Depreciation 4,625 Interest 460 Total Expenses 37,352 Net Income $ 11,048 Recommendation # 5- Product Line Expansion Assumptions: * Interested in adding new and different products. * Increase in Net Income is preferred. * Interested in using massive parts of weekly batch that is usually wasted .

Motivation in the Workplace Essay - 2222 Words

For this assignment, I am going to describe and discuss several motivation theories. Then I will compare and contrast different aspects of the theories to each other and discuss how the different theories relate to my workplace. Why is motivation important in an organization? According to Grensing-Pophal (2002), motivation is giving employees a reason to perform something. Motivated employees are more likely to miss less work, perform at a higher level, and be more likely to stay at their current company. For a business owner, all these effects will result in a more successful business. Over the years, there have been a number of psychological theories that attempt to define the concept of motivation. The first set of theories I†¦show more content†¦An interesting aspect of Maslow’s Hierarchy is that until needs of the prior levels are met, a person will not be able to move to the next level (Jones and George 2011). In other words, an employee job will not be mo tivated by the need to feel self-actualized in a position where they do not feel that their job is secure. Another need theory is Alderfer’s Existence, Relatedness, and Growth (ERG) Theory. According to Jones and George (2011), Alderfer’s theory is very similar to Maslow’s Hierarchy, but there are several significant differences. The first difference is that Alderfer used three levels or categories, rather than five. These three levels are existence needs, relatedness needs, and growth needs. Existence needs consist of basic needs (such as food, water, and shelter) and safety needs. The second category is relatedness needs. These needs can be described as interacting with others. The final category is growth needs. These are needs such as self-development and having creative work to perform. According to Jones and George (2011), an important distinction between Maslow’s Hierarchy Theory and Alderfer’s ERG Theory is that †Alderfer believed that a person can be motivated by needs at more than one level at the same time.† Gupta (2011) points out that when an employee is not able to satisfy one of the higher level needs, that the lower level needs will become more important to an employee. For example, if an employ feels that theirShow MoreRelatedMotivation in The Workplace1771 Words   |  8 Pagesrequirements of their job, but are experiencing shortcomings in doing so, many times it is believed that worker motivation may be the root of the problem (Laird 95). What, though, is work motivation? According to Laird (2006), â€Å"motivation is a fundamental component of performance â€Å" and â€Å"is the reason that someone chooses to do some things and chooses not to do others†. In other words, work motivation is what energizes workers to the level of output required to fulfill a task, directs their energy towardsRead MoreWorkplace Motivation1770 Words   |  8 Pagesbe very useful tools to increase motivation from the employees, reduce employee turnover and help to maintain skilled and talented pers onnel. Strategies used to influence employee loyalty can be intrinsic motivation or extrinsic motivation. Intrinsic motivation is explained as ones personal incentive to engage in an activity for a feeling of personal satisfaction and accomplishment without expectation of external rewards or recognition. Whereas, extrinsic motivation is defined as using external incentivesRead MoreThe Impact Of Motivation On The Workplace861 Words   |  4 PagesOnce I would like to start off explaining what motivation in the workplace. Motivation is an employee s intrinsic enthusiasm about and drive to accomplish activities related to work. Motivation is that internal drive that causes an individual to decide to take action. The five job related factors that can hinder motivation in the workplace are (1) Inadequate Job Skills, (2) Opportunity for Advancement, (3) Overwork, (4) Respect from Co-worker, and (5) Job security. Inadequate Job Skills- In theRead MoreThe Effect Of Motivation On The Workplace759 Words   |  4 PagesThe topic in the workplace that I have chosen to discuss is that of motivation in the workplace. Problems of motivation can cause performance issues, which cost businesses thousands of dollars each year (Nordmeyer). Low motivation delays employees from completing their work and causes many mistakes made within the workplace (Nordmeyer). The definition of motivation is the processes that account for an individual’s intensity, direction, as well as persistence of effort, towards attaining a goal (RobbinsRead MoreEmployee Motivation in the Workplace1504 Words   |  6 PagesJohn Honore (2009), James Lindner (1998), and an article by Fred Herrera (2002). All three articles discussed the topic of employee motivation in the workplace. The authors examined several motivational theories and put forward their ideas on the concepts and application of motivational techniques. The aut hors’ work provides insight into the psychology of motivation and the different factors and theories that affect it. My conclusion is in line with the authors’, motivated employees are needed forRead MoreWorkplace Motivation Essay1169 Words   |  5 Pagesneed to motivation because this works want to get high quality .However, there are some problems which face so many people during the motivation . So there are a lot of theories appeared to help people to get the best motivation. What is the motivation .To reply this question that means you can understand the motivation also you can know how do you deal with problem motivation. There are a lot of definitions for motivation some people make briefly definition for motivation ,thatRead MoreMotivation in the Workplace Essay1193 Words   |  5 Pagesto and if they do not receive what they deserve the situation may board on injustice. Unfortunately in today’s society justice and appreciation are not given out to all those deserving (Pinder, 1998). A major problem to address is how to keep the motivation level high in a company when the employees do not feel appreciated. The Equity Theory touches on the effects these situations have on the employee’s motivational level. In society today employees are constantly comparing how they are treated comparedRead MoreEmployee Motivation in the Workplace1413 Words   |  6 Pagesproduct and or quality is of the same caliber. The key to an employee performance is motivation. The expression, you can lead a horse to water but you cannot force it to drink water, can be seen within the human race. The purpose of this paper is to discuss motivation in the workplace. To have a successful company, employee must be motivated enough to work and get the job done. One way have success in the workplace is to define the morale and motivate employees. The human resource department orRead MoreWorkplace Motivation: QVC1314 Words   |  5 Pagesï » ¿Workplace Motivation: QVC Motivation is a psychological process that causes arousal, direction, and the persistence of voluntary actions that are goal oriented (Ramlall, 2004). Lack of motivation is the main reason employees do not remain with a company. Employee retention is critical for a company to remain successful. For every 10 managerial and professional employees lost, an organization loses an average of $1 million (Ramlall, 2004). With respect to QVC, it is the nations largest electronicRead MoreAchieving Motivation At The Workplace1177 Words   |  5 PagesQuestion: 1. What is the best way to achieve motivation at work? Explain your answer with reference to relevant literature and examples. Problem Statement: Achieving motivation at the workplace is extremely important as the desire for workers to perform more efficiently and higher in terms of quality can directly influence the overall performance of a company (Ridgeway, 1982). Thus, discovering the best way to achieve motivation at work is a very necessary topic to be discussed. However, the definition

Talent management strategy - Free Essay Example

Sample details Pages: 3 Words: 839 Downloads: 1 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? Introduction Talent Management is a conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organisational needs. Talent management involves individual and organisational development in response to a changing and complex operating environment. It includes the creation and maintenance of a supportive, people oriented organisation culture. Don’t waste time! Our writers will create an original "Talent management strategy" essay for you Create order Talent management is increasingly becoming a part of organizations corporate strategy to achieve sustainable completive advantage through human resources. Globalization driven by information technology is transforming the ways in which organization and people function. Information technology (IT) industry is playing a major role in the era of globalization. The goal of talent management process is to increase productivity. The four factors that make talent management approach unique include an integrated approach within HR, Integrating people processes into standard business processes,. Shifting responsibility to managers and Measuring success with productivity. The emerging new work places, sometimes called knowledge organizations and the dramatically changing environment call for new understanding and new people oriented solutions. Statement of the problem The present issues facing the IT industries is the increase in attrition rates. The attrition rate can increase the recruitment costs, the company wont be able to recoup the investments they have made in the employees. Some of the major issues relevant to this study include employee engagement, retaining the employees, skill shortage, diversity issues, work life balance, career growth, each of these issues represents challenge to todays IT industries and must be given recognition and attention and be carefully managed. An important step is to identify the staff or employees (people and positions) that are critical to the organisation. They do not necessarily have to be senior staff members. Many organisations lost a lot of â€Å"organisational knowledge† in the downsizing exercises of a few years ago. The impact of the loss was not immediately apparent. However, it did not take long for many companies to realise their mistake when they did not have people with the knowled ge and skills to either anticipate or solve problems that arose. The current problem about skill shortages and the ageing population are also helping organisations to focus on the talent management issue. It may not be possible to simply go out and recruit new people to meet operational needs. Many leading companies have decided to develop their own people, rather than trying to hire fully skilled workers. Thus this study encompasses issues such as Recruitment ensuring the right people are attracted to the organisation. Retention developing and implementing practices that reward and support employees. Employee development ensuring continuous informal and formal learning and development. Leadership and â€Å"high potential employee† development specific development programs for existing and future leaders. Performance management specific processes that nurture and support performance, including feedback/measurement. Workforce planning planning for business and general changes, including the older workforce and current/future skills shortages. Culture development of a positive, progressive and high performance â€Å"way of operating†. A study this nature would go in a long way in addressing the issues which are vital to the IT Industry in particular and other Industries in general. Objectives of the Study The study aims at achieving the following objectives: To analyse the current talent management practices followed in IT industry in Bangalore. To Review / examine the talent management life cycle from talent acquisition to retirement in IT industry. To identify the talent gap and to describe the lagging and leading practices. To study the employee perception towards talent management practices To develop a talent management strategy which makes an objective assessment of the talent management process and its implementation To make suggestions and Recommendations. Hypothesis: The study will proceed with the following assumptions : Hypothesis 1: It is necessary to provide better Compensation for improving employee retention. Hypothesis 2: The present system of talent management recognizes the talent gap. Hypothesis 3: High level of employee engagement and an employee engagement plan keeps the employees in the organization. Hypothesis 4: the talent management is successful in effectively managing talent. Hypothesis 5: Enhancing potential of people by developing capacities helps in Retaining talent. Hypothesis 6: The talent Management is helping companies to measure their organization proficiency. Hypothesis 7: Sound talent management strategies helps in identifying top performers and are given opportunities to grow professionally. Sampling The study will be a survey method. Random sampling will be used. The Sample units will be drawn from different IT Software units in Bangalore. Hundred IT software units would be selected for the study. Tools Techniques: A questionnaire will be formulated and personally administered for collecting data relating to the talent management practices followed in IT industry. Data Collection: The primary data will be collected with the help of questionnaire mentioned above whereas the secondary data will be based on published articles in journals, magazines, books, studies, websites etc. Data Analysis Certain statistical techniques and tools like percentages, Averages, chi-square test, correlation, Regression and multivariate analysis will be used for the analysis of the collected data. Graphs, diagrams, tables and charts will be used wherever necessary.