...Bibliographic of Reference John P. Meyer and Thomas E. Becker. Employee Commitment and Motivation: A Conceptual Analysis and Integrative Model University of Western Ontario and University of Delaware Chri 2. Introduction The article is about presenting an integrated model about employees' commitment and motivation. According to the article, commitment and motivation are distinguishable, albeit related, concepts. More specifically, it suggest that commitment is one component of motivation and, by integrating theories of commitment and motivation, it gain a better understanding of the two processes themselves and of workplace behavior. This article is conceptual based which is largely based on presenting the reasoning of different theories. Employee Commitment and Motivation: A Conceptual Analysis and Integrative Model uses various theories about motivation and commitment. 3. Brief Summary This article tried to assert commitment is one part of motivation and, by integrating theories of commitment and motivation, For example, because commitment often involves psychological attachment to social foci, incorporating commitment as an independent aspect of motivation should allow enhanced understanding of behaviors that have broader social implications. The article begin its attempt at integration by providing a broad overview of theory and research pertaining to workplace motivation and commitment. Both are complex concepts, and therefore a comprehensive analysis is beyond...
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...of Major Regions Established Economies Emerging Economies Developing Economies on the Verge 20 20 22 26 The World of International Management—Revisited 30 Summary of Key Points 32 Key Terms 32 Review and Discussion Questions 32 Answers to the In-Chapter Quiz 33 Internet Exercise: Global Competition in Fast Food 33 In the International Spotlight: India 2 Globalization and International Linkages 34 The Political, Legal, and Technological Environment 36 The World of International Management: Social Media and the Pace of Change 36 Political Environment Ideologies Political Systems 38 39 41 Legal and Regulatory Environment Basic Principles of International Law Examples of Legal and Regulatory Issues Privatization Regulation of Trade and Investment 44 44 45 48 50 Technological Environment and Global Shifts in Production Trends in Technology, Communication, and Innovation 51 51 xvii xviii Table of Contents Biotechnology 53 E-Business 54 Telecommunications 55 Technological Advancements, Outsourcing, and Offshoring 56 The World of International Management—Revisited...
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...Motivation 1 Motivation and Its Role in Language Acquisition Robert A. Cote SLAT 596Y Dr. Linda Waugh December 15, 2004 Motivation 2 “Motivation represents one of the most appealing, yet complex, variables used to explain individual differences in language learning” (MacIntyre et al. 2001, p. 462). These words succinctly describe the multifaceted issue that researchers, classroom instructors and language learners themselves have faced since Gardner and Lambert brought to light the complexities of motivation via their studies in the late 1950’s. The number of factors involved in motivating persons to acquire a foreign language has increased tremendously during the past four decades and attempting to address all of these components in one paper is impractical. The author will therefore attempt to present a limited overview of motivation, supporting research from both inside and outside of the classroom and views challenging its validity. Prior to exploring motivation and its function in language acquisition, one must first understand the term in its general sense. MacIntyre et al. defined motivation as “an attribute of the individual describing the psychological qualities underlying behavior with respect to a particular task” (2001, p. 463). This goal-directed behavior shows itself through distinct actions of the motivated individual. Dörnyei described this explicitly when he wrote the following: The motivated individual expends effort, is persistent...
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...JFT2 Organizational Management Task 2 Developing an action plan for Anne Ewers The Utah Symphony has proven its ability to generate substantial sums of Revenue with both performance revenues and by securing large sums of income from governmental grants along with generous contributions from individuals, corporations and foundations. The Symphony’s ability to draw large crowds along with their demanding schedule length allows them to offer the community ample opportunities to participate. The Symphony provides sustainability for 83 full time musicians, and this allows them to concentrate on the goals of the Symphony without the worries of looking for other income opportunities. Mr. Lockhart is a very talented and experienced music director that has a personal commitment to his symphony. Mr. Lockhart’s role as the music director comes with many challenges, it is through these challenges that he has elevated the Utah Symphony to the status they enjoy today. The musicians and Mr. Lockhart have developed a relationship of trust and respect, Mr. Lockhart has publicly acknowledged how important they are to the overall success of the symphony and his success as a director. The Utah Symphony has a very demanding schedule and with it comes great expense; the symphony needs to look for cost cutting options to maintain operations. They are relying on generous governmental funding and other contributions that are simply not what the previously had been. The symphony will need to...
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...Learning Report After addressing questions to the VARK report it was noted that one is noted to be one in the majority, as 60% of any population fits the category of Multimodal. What this means is that one may have two or three strong preferences of aural, visual, read/write, and kinesthetic. Various preferences give you choices of two or three styles to use for your learning and interaction with others. It’s often necessary for individuals to use more than one strategy for learning and communicating. The feeling of insecurity is often noted with one strategy, that’s why multimodal individuals tend to utilize the other strategies to incorporate into their learning and communicating process. Context Specific Approach Following the integrative literature review process outlined by Fleming, N.D. & Mills, C. (1992). VARK a guide to learning styles. Retrieved May 14, 2003, from http://www.vark-learn.com/English/index.asp. Multimodal tends to tower above all the other learning tactics for the populations. There are two approaches to learning style of multimodal;...
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...Leadership in Organizations Ashley Rivers LDR 531 November 17, 2011 Dr. Rickie Baldwin Leadership in Organizations Many organizations are created from the thoughts, motivation, and determination of a leader. A leader is an individual who has the traits, abilities, and behavior to influence followers and accomplish task objectives. These leadership skills can help an organization achieve the strategic goals and objectives of the organization. The term leadership is defined as “the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives” (Yukl, 2010, p. 8). Many researchers have focused on the concept of leadership. Some researchers “define leadership according to their individual perspectives and the aspects of the phenomenon of most interest to them” (id. at p. 2). Research has also distinguished the different views of leadership, and other forms of leadership. The other forms of leadership include direct and indirect leadership. This paper will review the views of leadership, the other forms of leadership, and the behavior approach of leadership. The strengths and weaknesses of the behavior approach will also be discussed. Many researchers have argued whether leadership should be viewed as a “specialized role or as a shared influence” (id. at p. 3) process. Leadership as a specialized role focuses on the relationship...
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...both parties agree to a solution. In negotiating, there are two forms and one can utilize integrative bargaining, which referred to as “win-win” bargaining or distributive bargaining as well known as “win-lose” bargaining. Negotiator knows that there are too many situational and monetary variables for a single strategy to work in this case and often times the negotiator needs to utilize both approaches to effectively conduct negotiations. In this paper I will provide and explain an appropriate approach what situation the negotiator would utilize the technique. Defining Integrative and Distributive Bargaining There are two common approaches to any negotiation situation: distributive and integrative. Each is useful in specific contexts, and the same negotiator may utilize either or both strategies depending upon their desired goal. The largest difference between the two styles is the circumstance in which they are used. Often when we negotiation a one-time situation or purchase we will utilize a distributive bargaining approach and try to gain the best price or outcome where “we” are the winner and those we are negotiating with are the “losers” In these situations we rarely interact with the opposing party on a regular or future basis and are seeking the best possible outcome for this specific negotiation without interest in building a long-term relationship. In contrast, an integrative bargaining situation occurs when it is possible to produce a greater outcome together than...
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...MG 615: Managing in the Global Environment Instructor’s Name Instructor’s Contact Information: Office: By Appointment Office Hours:By Appointment Email: maltamirano@monroecollege.edu Phone: (914)563-1764 | Course Information: Online Course | Course Description Managers in the twenty-first century are challenged to operate in an increasingly complex, interdependent, and dynamic global environment. In this course, students are introduced to these challenges as they explore the tools and processes needed to accurately assess the political, legal, technological, competitive, and cultural factors that affect a firm’s strategies and operations within international and cross-cultural contexts. Integrative case studies are used to familiarize students with the challenging strategic decisions that global companies face as they work to ensure sustainable competitive advantage. Emphasis is placed on how the variable of culture interacts wth other national and international factors that affect managerial procesess and behaviors. This course also focuses on effective strategic, organizational, and interpersonal management as students learn how to develop the skills necessary to design and implement global strategies, conduct effective cross-national interactions, and manage daily operations in foreign subsidiaries. The growing competitive influence of technology is also discussed throughout the course. Prerequisites KG 592 Foundations of Business Management...
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...followers that the leader is extraordinary. Charismatic leaders are more likely to emerge in crisis situations where people are worried about economic loss, physical danger, or threats to core values. Charismatic leaders tend to make more risky decisions that can result in a serious failure, and they tend to make enemies who will use such a failure as an opportunity to remove the leader from office. 2. Transformational Leadership- Describes how effective leaders inspire and transform followers by appealing to their ideals and emotions. Appeals to moral values of followers in an attempt to raise their consciousness about ethical issues. Transformational behaviors include Idealized influence, Individualized consideration, Inspirational motivation, and Intellectual stimulation. 3. Transactional Leadership- Motivates followers by appealing to their self-interest and exchanging benefits. Their values are relevant in the exchange process, such as honesty, fairness, responsibility, and reciprocity. Transactional behaviors include Contingent reward, Active management by exception, and Passive management by exception. 4. Ethical...
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...26/04/2015 Leadership: Understanding its Global Impact Lecture 7 1. The Integrative approach to understanding leadership: Charismatic, Transformational, Servant 2. Application of Leadership theory to case study – Kevin Rudd What to study for next TEST 2? • Lecture notes - Week 4 to Week 7 • Book Format of Test? • Multiple questions – 10 questions • Subjective question- 1 question • 40 minutes • Will start at 9.15 am / 2.15 pm 1 26/04/2015 QUIZ • How does situational leadership theory build on behavioural leadership theory? 4 Suggested answer: Example of Situational building on Behavioural is Hersey’s model Situational leadership theory builds on the behavioural theory as it introduces the idea that the most appropriate leadership style should be a combination of: • task • relations-oriented behaviour And that key factors in the work situation will determine the emphasis on task and relations behaviour in each combination We now have four possible leadership styles: (See diagram next slide) 5 Situational theory expanding on Behaviour/Style theory Leadership behaviour/style orientation Task Relations Both should be either High/Low – depending on follower maturity 6 2 26/04/2015 Example of Situational building on Behavioural is Hersey’s model Q: What is the right amount of emphasis on task & relations? Ans: It depends on the situation Q: According to Hersey...
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...What are the different forms of organisational learning and how can these concepts be useful? Organisations today are faced with a constant change and very turbulent economic environment. Due to fast growing economies and need to survive in such a “hostile” environment organizations are enforced to continuously seek for different approaches on how to achieve sustainable competitive advantage. As Senge (1990) remarks: "The rate at which organizations learn may become the only sustainable source of competitive advantage." Continuous learning in organisations was presented as a requirement and advocated by Argyris and Schon in 1978. “Organisational learning has been viewed as a source of competitive advantage that helps organisations respond to changes in their institutional environments via adopting and diffusing innovations that will contribute towards improving their performance”. (Sisaye and Birnberg, xiii) Pressures from globalization, technology developments, mergers and acquisitions are testing organisations and forcing them to learn how to anticipate and respond to these rapid changes, complexities and most importantly uncertainties that are hard to predict. Schein (1983) argues that there are three levels of organizational learning culture, cognitive, behavioral and artifactual, where: 1. Behavioral learning deals with the capacity of organizational processes, structures and systems to support learning. 1. Cognitive learning opposite to behavioral...
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...concepts I will go on to link theories to the problem (employee unrests/strikes) to my organization- British Airways. I will look at the scenario from the following perspectives: 1) Leadership and Management The first part of the paragraph will discuss about the styles of leadership (Autocratic, Democratic, Lasseiz Faire and paternalistic) and relate these styles to the CEOs till now with examples to support them. Then the report will go on to find the problems/ unrests that the management faced 2) Motivation The strategies of ‘cost-cutting including labour-force reductions’ is seen to be detrimental to BA’s employee motivation. In order to justify these, the problem at BA can be looked from two perspective: content theories and process theories. The former ones will discuss about the works of Mcgregor’s theory of X and Y, Maslow’s theory of hierarchial needs and Herzberg’s motivation and hygiene factors. The latter one will discuss about expectancy theory and equity theory. After this, the report at how the issues at BA were resolved. Do these solutions align with the motivation theories. 3) Organisation culture and change In light to difficult labour relations, and tighter regulations, the report will look at...
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...Negotiation Theory Types of Negotiation Table of contents 1. Introduction 2. Negotiation Theory: Foundations and Approaches 2.1. Basic concepts of negotiation 2.2. Negotiation approaches: An overview 2.2.1. Structural approach 2.2.2. Strategic approach 2.2.3. Behavioral approach 2.2.4. Processual approach 2.2.5. Integrative approach 2.3. Summary of approaches 3 Types of Negotiation Negotiation Theory and Practice: A Review of the Literature “major public policies are the outcome of a complex round of negotiation between interests, choices between values and competition between resources… there are no single ‘best’ options for any player in this game, for the ‘best’ outcome depends on what others do and what deals are possible.” (Davis et.al., 1993) 1. INTRODUCTION “Pure” conflict defined as the existence of competing interests between parties in absence of interests that are shared, is an anomaly in international relations where the defining feature of the relationship between states is mutual dependence. Such was the observation of Thomas Schelling, noted international economist, during the height of the Cold War. In the decades that have since transpired, globalizing developments in technology, communications, finance and trade have given rise to a world in which citizens, organizations and governments engage in millions of trans-national interactions on a daily basis. In the modern age, the need...
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...Article Review 7.1: Best Practices in Negotiations Article Review HR595 Negotiation Skills Course Instructor: Wendy Chung April 14, 2010 Week 7 Submitted by Bob Figone What is the problem or issue that necessitates such an article be written? This article comes directly out of both textbooks (Chapter 12 in Essentials of Negotiation, page 256 and Article 7.1 in Negotiation – Readings, Exercises and Cases, page 485) we have used for this course. It is a summary of what we have learned about the field of negotiation. It reminds us that negotiation is intrinsic in our lives and confronts us many times each day. This article is a reflection by the author’s using a broad view of best practices for negotiators to focus on in order to improve negotiation skills and techniques. What strategies or techniques are used to solve the problem or address the issue? The article lists Ten Best practices for Negotiators in a table and continues to explain the importance of each. The table from the text is as follows: |Ten Best Practices for Negotiators | |1. Be prepared | |2. Diagnose the fundamental structure of the negotiation | |3. Identify and work the BATNA ...
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...He seems to be supporting this merger with a sense of caution. Although the UOC seems stable at the moment, the financial stability could erode in years to come due to the decline of public as well as private support for their company. Mr. Baily has the desire to see that the opera become a tier-one arts organization and the merger has the potential to cause this to come to fruition. The UOC wants to expand its artistic potential. There is concern among the members of the executive committee. If Mr. Baily wants to gain any sort of support from the committee, he will have to implement V.H Vrooms Theory of Motivation to gain such support. This theory can be used since Mr. Baily has more than one alternative from which to choose. Vrooms Theory of Motivation is the theory of identifying internal factors that effectively influence motivation (Krietner & Kinicki, 2010). Motivation is based on the principle that it functions on a person’s perceptions, beliefs and thoughts and relies on extensive motivators that explain causes for such behaviors. Expectancy Theory has three components; Expectancy, Instrumentality, and Valance. To put this theory in to action Mr. Baily would need to express that the merger would benefit both organizations by providing more revenue for the symphony and a way to market the opera (Expectancy). The ending reward for this merger would also stifle revenue issues for the symphony by adding the opera staff as well (Instrumentality). The merger would offer an...
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