...Teamwork and Motivation LaToya R. Portis Business 520 Strayer University As a small manufacturing company of the very popular Woo Woo, we have ran across significant problems with the upgrade that will affect our future production, sales status and profitability. The following information is that the company executives have introduced as plan of actions to circumvent any more delays as well as encourage further innovation for the success of the company and that of its employees. Upon further research and review, we revamped the organization’s motivation plan so we could better benefit the areas in which needed work. We were missing vital elements that would allow continued success, satisfaction of our employees and managers. Motivation serves the organization as well as that of its employees. Motivation has been defined as, ”the psychological forces that determine the direction of a person’s level of effort, as well as….persistence in the face of obstacles (Anonymous, 2010, p. 1)”. In order to create a valid plan we had to identify what the organization needed as well as what motivated our employees. The assumption is that money motivates workers and gains their loyalty. However, research has found there are more valid motivations out there than money. A motivation plan has to be included in a company’s vision or mission statement. Employees at all levels should be aware of the expectations of not only them but the management as well. Every plan should at a...
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...Running head: TEAMWORK AND MOTIVATION Teamwork and Motivation Debbie Brown Dr. Keith A. Graves Leadership and Organizational Behavior - BUS 520 May 20, 2014 Google Company Google is a search engine composed of billons of websites. The corporation specializes in internet related services and products which include cloud computing, advertising programs in text ads, and media ads (Page, 2014). The organization was founded by Larry and Sergey Brin and employs more than 40,000 (Page, 2014). Their corporate culture reflects a philosophy that you can “take money without doing evil” and that work should be challenging and the challenge should be fun” (Page, 2014). Their mission is to organize the world’s information and make it universally accessible and useful (Page, 2014). The company is high- energy, and has a fast pace work environment; however, they are known to be one of the best places to work at. Google Organization Culture The organization culture is revealed through their hiring practices, communication processes, leadership behavior translated into their daily habits throughout the workplace. Google principle is “trust” Their business is premises on the fact that “if we trust the people (who search the internet), they will lead us to the relevant stuff” (Page, 2014). The company is primarily organized to drive innovation. Google embodies the team orientation primary characteristic of organizational culture. Employees are allowed the freedom to be creative...
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...survival. Neuroscience is rapidly advancing to a stage where researchers can now observe the biology of our brain in detail .Decades worth of research in this field has lead scientists to now begin to map and understand inner workings of the biological circuitry of human brain . This paper presents some of the latest research findings on above. Based on these scientifically validated findings an effort is then made to get some insight into how innovative ideas originate and form businesses of the future and how that impacts our society. Running head: Neuroscience of Creativity Historically speaking creative solutions conceived and executed by human mind has resulted in exponential progress of human condition .From invention of wheel to creation of airplanes , from abacus to machines that can do logical deductions and automate tedious tasks all were a conceptual idea of this complex mass of jelly called our Brain . We can say that we are our brains , our body is just hanging along for the ride . At the dawn of twenty first century rapid progress in technology has led to a entirely new field in psychology and science often called field of Neuroscience . Some research has also focused on the how human mind tends to be more creative than the rest of the mammalian species on the plant For the first time in human history technology is reaching to a point where neuroscientists have the tools that enable them to get...
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...Shackleton’s pursuit of being the first to cross the Antarctic on foot was a complete failure, as he never made it to Antarctica. However, for those who study leadership his failure was nothing short of extraordinary. Trapped for almost two years on the ice floes of the Antarctic without proper rations, the group watched their ship crushed by those same floes, and without the modern day artic expeditionary gear, Shackleton kept the hope of reaching land alive in all of his men. What were the leadership skills, traits, abilities, or style that allowed Shackleton to hold this group of 27 men together for just under two years? Arguably, Shackleton was a transformational leader using many of the other types of leadership, such as the skills approach, the trait theory, and the path-goal theory as written by Northouse. Although I consider Shackleton a transformational leader, arguments based around a skills approach type of leadership for Shackleton are possible. According to Northouse a skills type of approach to leadership “imply what leaders can accomplish whereas traits imply who leaders are” (Northouse, 2004, 36). Northouse goes on to give the three-management skills necessary at different levels of an organization as technical, human, and conceptual. Shackleton proved he had the technical skills by being on two separate Antarctic expeditions. Even though both of the expeditions failed in one sense, upon his return from the first expedition “Shackleton arrived home...
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...Skill Discovery Introduction In the field of organizational management, the concept of effective managing and leading has been discussing for long. Being a good manager or leader in contemporary organizations is no longer just about establishing control over their subordinates, indeed successful managers and leaders are required to equip themselves with a diversity of skills and competences. This paper will be focusing on managing skills and competences from a personal point of view. First of all, some commonly cited skills and competencies that are essential for successful managing and leading in organizations will be identified and explained briefly. Secondly, one skill will be nominated as ‘the strength’ of mine. Thirdly, another skill, which is considered as ‘the complementary behavior’, will be nominated as well. Both nominated skills will be discussed in detail and analyses are conducted based on relevant personality, working experiences, previous learning in management theories as well as some typical self-assessment exercises. Key Managing and Leading Skills in Organizations In recent years, managing and leading organizations to compete against competitors and establish sustainable advantages is no longer an easy target to achieve. With the rapid changing world, the traditional way of controlling employees in order to meet objective is losing its effectiveness. Organizations are taking significant transformations in terms of managing styles. In fact, there...
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...The Emerald Research Register for this journal is available at www.emeraldinsight.com/researchregister The current issue and full text archive of this journal is available at www.emeraldinsight.com/0025-1747.htm GUEST EDITORIAL Guest editorial On the value of management history Absorbing the past to understand the present and inform the future David Lamond Sydney Graduate School of Management, University of Western Sydney, Parramatta, Australia Abstract Purpose – The purpose of this paper is to consider the value of management history as a contributor to the development of the theory and practice of management and, to the extent that it is necessary to absorb the past in order to understand the present and inform the future, consider what happens to the knowledge base when the surviving “contributions” to the knowledge base are partial and, indeed, erroneous. Design/methodology/approach – The articles that constitute this special issue form the launching-pad for this discussion, with the ideas presented here combined with previous research and commentaries on the issues raised. Research limitations/implications – In The Life of Reason, Santayana said, “Those who cannot remember the past are condemned to repeat it”. Managers looking for the “next big thing”, without being able to incorporate it effectively into their experience, and the experience of those who are long gone, are condemned to repeat not just the past, but also the mistakes of the past. Accordingly...
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...-------------------------------------------------------------------------------- This article argues that traditional management methods and structures are failing to adequately accommodate a complexity-based world view, which is characterized by discontinuous change, hyper competition and the exponential explosion of information science and shows how the management paradigm has been updated by the new era of the virtual structures. While the management structures and systems developed by such researchers as Weber, Fayol, Taylor and Drucker in the 19th and 20th centuries established a management paradigm which has endured up to the millennium, these "simple" structures and systems were more suited to a time when competition was slower, less aggressive, and characterized by long periods of stability, and when information science was in its embryonic or primordial stage. It is abundantly clear, however, that the arrival of the 21st Century demands a fundamental rethink, and the development of a management paradigm that can withstand the pressure of rapid change in a borderless, connected and wired world, relying more and more on virtual structures - a virtual management system. New technologies have led to a new information/ knowledge-based economy, in terms of which organizations have become increasingly complex. The technologically induced emergence of a "virtual" environment...
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...| | |People, Work & Organizations- MGMT20124 | |Assessment 1- Report | |Case Study Not as Easy as 1, 2, 3 | | | Contents Executive Summary 3 1- Introduction 4 1.1 Background to the report 4 1.2 Scope 4 1.3 Aims 5 2- Discussion 6 2.1 Organizational Justice 6 2.2 Perception errors 7 2.3 Stress 7 2.4 Exit-Voice- loyalty-Neglect model 8 2.5 Team work 8 2.6 Motivation 9 3- Literature review 9 3.1 Organizational Justice 9 3.2 Maslow’s needs hierarchy theory 12 3.3 Expectancy theory 14 4- Solutions and suggestions 18 4.1 Organisational Justice 18 4.2 Stress 19 4.3 Improving feedback process 20 5- Conclusion 21 References 23 Executive Summary There are three purposes for this report. It attempts to indentify the problems in the case study Not as Easy as 1, 2, 3. Accordingly, it discusses about six main problems in ABC consulting firm that have negative...
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...Abstract This study aims to advance our understanding of motivation at work and examines its effects on intrapraneurship and competitive performance in the high tech companies by reinterpreting the existing literature regarding motivation and conducting an empirical study to see the relationship. 1. Motivation in the Workplace 1.1. Work Motivation 1.2.1. Its Definition and Importance Motivation, in its broadest sense, is the force that drives behaviour. It is the act of stimulating someone or oneself to get desired course of action, push the right button to attain desired goals. Motivation is the reason for people to do a specific behaviour or make a decision. Each decision or choice has its own set of determinants, only employee motivation in the work context and its impacts will be elaborated in this paper. Motivation is always a goal-oriented process. It is a crucial factor in the accomplishment of company goals; by work motivation, employees are induced and energized towards company goals through a specific way. As Craig Pinder stated in his book “Work motivation in organizational behaviour” in 1998, work motivation is a set of energetic forces that originate both within as well as beyond an individual’s being, to initiate work-related behaviour and to determine its form, direction, intensity, and duration. Motivation at work is a crucial determinant of work performance. In general, productivity depends on 3 things: resources...
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...expatriates, is the subject of this review. Despite advances in equal opportunities legislation, women failed to embark on expatriate missions in significant numbers during the 1980s. In the 1990s, more women were offered international assignment opportunities but they remained a negligible minority compared to men. The first decade of the twenty-first century has witnessed a gradual increase in the number and visibility of women in international assignments. Through a comprehensive review of the literature over the period from 1980 to now, this article charts the emerging themes and changes in the tone of discourse: from when organizations were debating whether to “give women a chance” through attempts to identify and remove “blockages” to women’s progress to, most recently, structural changes in the expatriate assignment and claims for women’s superior affinity to operating internationally. We highlight gaps in the current literature and propose a platform for future research. We conclude with recommendations for practice. © 2008 Wiley Periodicals, Inc. Introduction T he last two decades of the twentieth century and the early years of the twenty-first saw a significant rise in cross-border international business activity, driven by globalization and the domination of multinational corporations (MNCs): of the 100 largest economies in the world, some 30 are MNCs (Frenkel, 2006). International mobility has emerged in that context as a key competitive differentia- tor...
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...ideal-types of legitimate authority to develop a theoretical model to better understand the antecedents of different types of organizational corruption. Specifically, we examine the types of business misconduct that organizational leaders are likely to engage in, contingent on their legitimate authority, motives, and justifications. We conclude by suggesting managerial implications of our theoretical model and propose directions for future research. KEY WORDS: authority, bureaucracy, corruption, opportunity, motivation, justification, types of organizational corruption, weber, white-collar crime The issue of corruption has been gaining increasing importance in today’s world. The World Bank has singled out corruption as the largest obstacle to economic and social development, and in our search of the word ‘corruption’ in article headings in The Wall Street Journal in 2004, the word appeared 496 times. Much evidence also suggests that corruption is as ancient as disloyalty and greed, particularly in the context of politics. For example, in a fourth century B.C. manifesto entitled Arthashastra (‘Science of Polity’), Indian political philosopher, Kautilya discusses the principles of governing the state and includes the problem of Manuscript BUSI393R1, REVISED and RESUBMITTED to the Journal of Business Ethics. This article fits under the sections: Corporate Governance...
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...Personality and Individual Differences 47 (2009) 675–684 Contents lists available at ScienceDirect Personality and Individual Differences journal homepage: www.elsevier.com/locate/paid Review Personality, values, and motivation Laura Parks a,*, Russell P. Guay b,1 a b James Madison University, Harrisonburg, VA 22807, United States University of Iowa, Iowa City, IA 52242, United States a r t i c l e i n f o a b s t r a c t In this manuscript we review the constructs of personality and values, clarifying how they are related and how they are distinct. We then relate that understanding to motivation, and propose that personality and values have different influences on different motivational processes. We present a model in which personality and values influence motivation via the motivational processes of goal content and goal striving. Ó 2009 Elsevier Ltd. All rights reserved. Article history: Received 12 November 2008 Received in revised form 19 May 2009 Accepted 1 June 2009 Available online 26 June 2009 Keywords: Personality Values Motivation Goals 1. Personality, values, and motivation Since 1937, when Allport recommended the exclusion of evaluative traits when investigating personality, the constructs of personality and values have rarely been studied together. However, both are expected to influence a variety of behavioral outcomes, and so it seems evident that we should consider both in examining the impact of individual differences on behavior...
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...LEARNING OBJECTIVES After studying this chapter, you should be able to: 1 2 3 Describe the three key elements of motivation. Identify early theories of motivation and evaluate their applicability today. Apply the predictions of selfdetermination theory to intrinsic and extrinsic rewards. 4 5 6 Compare and contrast goalsetting theory and management by objectives. Contrast reinforcement theory and goal-setting theory. Demonstrate how organizational justice is a refinement of equity theory. 7 8 9 Apply the key tenets of expectancy theory to motivating employees. Compare contemporary theories of motivation. Show how motivation theories are culture bound. ISBN 0-558-97987-4 202 Organizational Behavior, Fourteenth Edition, by Stephen P. Robbins and Timothy A. Judge. Published by Prentice Hall. Copyright © 2011 by Pearson Education, Inc. Motivation Concepts Luke: “I don’t believe it.” Yoda: “That is why you fail.” —The Empire Strikes Back 7 THE BIG BROKER EXODUS T ISBN 0-558-97987-4 he global recession has upended the status quo in many areas of business, and nowhere is that more evident than in the financial sector. Former Wall Street icons—Lehman Brothers, Merrill Lynch, Bear Stearns—have been absorbed by other companies or vanished altogether. Other stalwart companies, such as Citigroup, JPMorgan Chase, American International Group (AIG), and Morgan Stanley, were forced to become wards of the state. Said one business writer, “It’s been...
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...Personality and Individual Differences 47 (2009) 675–684 Contents lists available at ScienceDirect Personality and Individual Differences journal homepage: www.elsevier.com/locate/paid Review Personality, values, and motivation Laura Parks a,*, Russell P. Guay b,1 a b James Madison University, Harrisonburg, VA 22807, United States University of Iowa, Iowa City, IA 52242, United States a r t i c l e i n f o Article history: Received 12 November 2008 Received in revised form 19 May 2009 Accepted 1 June 2009 Available online 26 June 2009 a b s t r a c t In this manuscript we review the constructs of personality and values, clarifying how they are related and how they are distinct. We then relate that understanding to motivation, and propose that personality and values have different influences on different motivational processes. We present a model in which personality and values influence motivation via the motivational processes of goal content and goal striving. Ó 2009 Elsevier Ltd. All rights reserved. Keywords: Personality Values Motivation Goals 1. Personality, values, and motivation 2. Personality Since 1937, when Allport recommended the exclusion of evaluative traits when investigating personality, the constructs of personality and values have rarely been studied together. However, both are expected to influence a variety of behavioral outcomes, and so it seems evident that we should consider both in examining the impact...
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...networks. 3. Computer networks—Social aspects. 4. Computer networks—Economic aspects. I. Title. HM851.B457 2006 303.48'33—dc22 2005028316 A catalogue record for this book is available from the British Library. The paper in this book meets the guidelines for permanence and durability of the Committee on Production Guidelines for Book Longevity of the Council on Library Resources. 10 9 8 7 6 5 4 3 2 1 STRANGE FRUIT By Lewis Allan _ 1939 (Renewed) by Music Sales Corporation (ASCAP) International copyright secured. All rights reserved. All rights outside the United States controlled by Edward B. Marks Music Company. Reprinted by permission. For Deb, Noam, and Ari “Human nature is not a machine to be built after a model, and set to do exactly the work prescribed for it, but a tree, which...
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