Exam Essentials The Behaviourist Approach. Q1 a) State two assumptions of the behaviourist approach The behaviourists believe that all behaviour comes from learning as a result of interactions in the environment. One assumption of the behaviourist approach is that behaviour is affected by operant conditioning or learning by consequence. This means that if a person engages in a particular behaviour and is then rewarded (positively reinforced) in some way (the consequence is a good one or a
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Different leadership styles and effects on motivation 18 3.2a Motivational theories and implications on Martin Air Con 19 to 20 3.2b Maslow’s hierarchy of needs 3.2c Vroom’s expectancy theory 20 3.2d Comparing motivational theories 3.2e Maslow’s hierarchy of needs applied at Martin Air Con 3.2f Vroom’s expectancy theory applied at
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structure of S & F was coordinated through informal communication under a formal hierarchy that included sharing information on the mutual task between the three managers and the chief executive operation. According to McShane and Von Glinow (2004), the Hierarchy assigns legitimate power to individuals for directing the work flow. In terms of elements of organizational structure, S & F was a flat structure with a wide span of control. Even though the structure was centralized, S & F had been operated as a
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organizational structure. As a business expands the chain of command will lengthen and the spans of control will widen. The higher the level of skill each employee has the more the business will make use of the matrix structure to maximize these skills across the organization. Span of Control This term is used to describe the number of employees that each manager/supervisor is responsible for. The span of control is said to be wide if a superior is in charge of many employees and narrow if the superior
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synthesized research about human motivation, researchers had basically focused separately on different factors such as achievement, biology, or power to try and explain what really directs, energizes and sustains our human behavior. Maslow later pointed a hierarchy of human needs that are based on two major groupings: growth needs and deficiency needs. As for the deficiency needs, each of the lower needs has to be met before one can move up to the next higher level (Maslow & Lowery, 1998). It’s only in
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Comparisons * Master data loading-new(BI) ETL process * Info cube & Types * Standard Info cube and Loading with new ETL Process * Generate Report with BI master and Transaction Data * Manual Uploading of MD like Attributes, Text, Hierarchy * Different Types of Attributes * Transformations , Rule types Routines * Start Routine * End Routine * Expert Routine DTP (Data Transfer Process) * Standard DTP * Error DTP * Direct Access DTP * Real time
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Top of Form Bottom of Form Explore Zoom 1. Perception of the environment – It is worthwhile to take a deeper look into theenvironmental factors that severely affect the organization due to its closeentanglement with various issues. The political is probably the most unstable factor asthe government decides to continuously slash tax rates on various commodities andthe debate rages on the approval of FDI in the automobile sector.The economic scenario has been highly volatile with easy
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Compensation & Benefit Strategies Compensation and Benefit Strategies In today’s world, assigning a right compensation for a right job position and matching it with individual’s expectation has become a challenging task. For large scale organizations, defining compensations and benefits is even harder and border challenge. In this case organizations need to consider various demographic factors prior to defining favorable compensation strategy. Any compensation strategy applicable in given
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organization conducts its business, treats its employees, customers, and the wider community, (2) the extent to which freedom is allowed in decision making, developing new ideas, and personal expression, (3) how power and information flow through its hierarchy, and (4) how committed employees are towards collective objectives. It affects the organization's productivity and performance, and provides guidelines on customer care and service, product quality and safety, attendance and punctuality, and concern for
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bureaucracy came into use shortly before the French Revolution of 1789, and from there spread rapidly to other countries. Webbers characteristics of bureaucracy 1. A formal hierarchical structure Each level controls the level below and is controlled by the level above. A formal hierarchy is the basis of central planning and centralized decision making. 2. Management by rules Controlling by rules allows decisions made at high levels to be executed consistently by all lower levels. 3. Organization
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