Organisational Behavior

8 August 2016

?Inside an organization, people are expected to their best at work. Best work easier to achieve when there’s the help of motivation. Motivation is one of the important factors to create effective management inside an organization. Every person inside a company is motivated by different kind of things, for example motivation is a behaviour which and drives someone to act towards their goals in life. A motivated person will perform at maximum capacity in their job. The sense of purpose and money are the important factors that motivated people the most. There are 3 type of Elements of work motivation.

Firstly the direction of behaviour which behaviours does a person chosen to perform in an organization. Second is level of effort on how hard does a person work to perform a chosen behaviour and lastly is level of persistence in when faced with obstacles, how hard does a person keep trying to perform a chosen behaviour successfully. Sasone, Carol and Harakiewicz (2000) stated that there are 2 types of motivation, intrinsic and extrinsic. Intrinsic motivation was described as a motivation which dependent on internal factors such as the desire to work hard and the satisfaction of accomplishing something.

Organisational Behavior Essay Example

For example an employee was motivated to become employee of the month, so he always submits his work before the datelines. The second type of motivation is extrinsic motivation. It described as a motivation that depends on external factors such as money, believes that external factors (money) have negative effect on behaviour. The chart emphasis is on creating a positive work environment. Employer should provide a culture through Good relationships. For example managers take care of their employees. They find out about the expectations of their employees. They give clear directions and the team has fun together.

Clear communications and clear goals expectations are set and plans to be shared. Reasons for doing things are clearly explained so employees can see how they fit into the big picture. Adequate resources. Managers make sure that materials, equipment and information are provided and fit for purpose. Encouragement employees are praised for getting things right. Frustrations and problems are acknowledged. The focus is on working towards goals. Recognition effort and good performance are rewarded. By establishing best practice, it is possible to measure the benchmarks or standards it has set.

Developing a motivating culture takes time and effort. Managers and team leaders are given in-depth training. This allows them to develop a strategic, long-term approach to building a culture of customer care through motivated people. Motivation Training gives employees an understanding of motivation principles and techniques, so everyone buys into business goals. This helps to raise standards of performance across the business. Team leaders need to understand the needs of the people they manage to ensure they apply the right motivating factors for individuals.

During training, managers learn to assess the motivation culture. For example, a branch with highly motivated employees may demonstrate by answering the phone before the working day starts And working together as a team, regularly attending social work functions together, arriving early every day, organising and preparing the office at the end of the day. Employees are aware of the benefits of high levels of performance, such as recognition and promotion, but also the consequences of poor performance. Man’s need are arranged in a series of levels.

A hierarchy of importance as soon as needs on a lower level are met those on the next, higher level will demand satisfaction. Abraham Maslow’s Hierarchy of Needs is known for establishing the theory of a hierarchy of needs, writing that human beings are motivated by unsatisfied needs and that certain lower needs to be satisfied before higher needs can be satisfied as per the diagram below. Maslow’s hierarchy of needs is often portrayed in the shape of a pyramid with the largest, most fundamental levels of needs at the bottom and the need for self-actualization at the top.

While the pyramid has become the de facto way to represent the hierarchy, Maslow himself never used a pyramid to describe these levels in any of his writings on the subject. The most fundamental and basic four layers of the pyramid contain what Maslow called “deficiency needs” or “d-needs”: esteem, friendship and love, security, and physical needs. If these “deficiency needs” are not met – with the exception of the most fundamental (physiological) need – there may not be a physical indication, but the individual will feel anxious and tense.

Maslow’s theory suggests that the most basic level of needs must be met before the individual will strongly desire (or focus motivation upon) the secondary or higher level needs. Maslow also coined the term Metamotivation to describe the motivation of people who go beyond the scope of the basic needs and strive for constant betterment. The human mind and brain are complex and have parallel processes running at the same time, thus many different motivations from various levels of Maslow’s hierarchy can occur at the same time.

Maslow spoke clearly about these levels and their satisfaction in terms such as “relative,” “general,” and “primarily. ” Instead of stating that the individual focuses on a certain need at any given time, Maslow stated that a certain need “dominates” the human organism. Thus Maslow acknowledged the likelihood that the different levels of motivation could occur at any time in the human mind, but he focused on identifying the basic types of motivation and the order in which they should be met. Based on the diagram, there are 5 level to achieve in life and also related aspects at work.

Physiological Needs Maslow identified the core physiological needs to sustain human life as air, water, food and sleep. To perform their jobs, workers require healthy air to breathe, water to keep their systems hydrated, sustenance to fuel their bodies and adequate time to rest and recuperate between shifts, including regularly scheduled breaks. As described in his own book, “Maslow on Management,” Maslow cites that when deficiencies exist in these four basic requirements for survival, people become incapable of developing any ambition, much less acting on it and achieving their full potential.

By comparison, such is the quest of an oppressive regime in which human lives are expendable and workers are routinely pushed to the point of dehydration, starvation and exhaustion. Safety Needs A safe and secure working environment reduces the threat of physical injury. When workers believe that the level of risk has been minimized and that good health and safety practices are judiciously enforced and monitored by management, they feel more comfortable and are less distracted from performing their tasks and interacting with others. Conscientious safety practices reduce absenteeism as well, which can impact productivity and morale.

Security also extends to emotional well being in the workplace. An employer that provides medical benefits, contributes to retirement plans and is financially solvent makes workers feel more secure about their jobs and the future. Chip Conley, author of “Peak: How Great Companies Get Their Mojo from Maslow,” writes that companies that demonstrate they care for the welfare of their workers create an atmosphere of trust which, in turn, encourages loyalty and decreases stress. Social Needs Man is a social animal and, accordingly, seeks out companionship, acceptance and inclusion.

Maslow identifies social needs as friendships, peer support and the ability to give and receive love. Observes Dianna Podmoroff, author of “365 Ways to Motivate and Reward Your Employees Every Day: With Little or No Money,” the workplace offers an opportunity to be part of a team in which members share their respective knowledge, skills and unique experiences to solve problems in which they have a vested interest. Competitions, focus groups, mentoring, brainstorming sessions, after-work get-togethers and even office potlucks can make employees feel as if they are “family.

” Esteem Needs In concert with social needs is the desire to be recognized for personal accomplishments. Maslow divides this portion of his theory into external and internal motivators. External motivators are prizes and awards bestowed for outstanding performance, elevation in status such as a coveted promotion and newfound attention and admiration from others. Internal motivators are the private goals that workers set for themselves — such as beating a prior month’s sales figures — and the satisfaction of experiencing self-respect for having done the right thing.

Barry Silverstein, author of “Best Practices: Motivating Employees: Bringing Out the Best in Your People,” notes that fairness and consistency in the recognition process are critical. When employees know that their efforts aren’t going unnoticed by management, they take more pride in their work product. In addition, their coworkers see the correlation between responsibility and reward and may endeavor to set the performance bar higher for themselves. Self-Actualization Once the quartet of physiological, safety, social and self-esteem needs are met, Maslow believed that individuals are capable of achieving their true

potential and embodying truth, meaning, wisdom and justice in their words and actions. Self-actualization moves them to a higher plateau of understanding as well as a greater empathy for the needs of others. Those who achieve this ultimate state — and Maslow himself speculated that it was only 2 percent of the population — enjoy a greater autonomy, have a deeper sense of humility and respect for others and a better sense of distinguishing between real and fake. Maslow also tied this to the belief that the journey — in whatever form it takes — can be more rewarding than the actual destination.

Managers can apply this to a practice of appreciating the worth of each of the individuals “traveling” with them rather than focusing so intently on the end-game that they lose all sight of human emotions. Maslow’s theory is important for two reasons: Firstly it points out that people’s needs are not just met by hard cash (which arguably addresses levels 1 and 2). People have many needs which have to be met, and while people may be very well paid, they can still be unsatisfied if these needs aren’t met – See more at: http://www. mindtools. com/pages/article/newLDR_92. htm#sthash. 0gREuDmV.

dpuf Maslow’s hierarchy of needs is a model for the various needs of humanity, with important implications for behavior in the workplace. Under this theory, individual growth is key to an organization’s success. Supervisors must attempt to identify individualemployee needs and foster employee job satisfaction. If they do so, employees will progress toward self-actualization, and willimprove the organization in the process. Following is a partial list of the various rewards, practices, and programs thatsupervisors and their organizations may use to satisfy employee needs. Reference ^ a b Maslow’s Hierarchy of Needs 1. ^ a b c Maslow, A. H.

(1943). A theory of human motivation. Psychological Review, 50(4), 370–96. Retrieved from http://psychclassics. yorku. ca/Maslow/motivation. htm 2. ^ Maslow, A (1954). Motivation and personality. New York, NY: Harper. p. 236. ISBN 0-06-041987-3. 3. ^ Mittelman, W. (1991). Maslow’s study of self-actualization: A reinterpretation. Journal of Humanistic Psychology, 31(1), 114–135. doi: 10. 1177/0022167891311010 4. ^ a b Maslow, A. (1954). Motivation and personality. New York, NY: Harper. 5. ^ a b van IJzendoorn MH, Sagi-Schwartz A (2008). “Cross-Cultural Patterns of Attachment; Universal and Contextual Dimensions”. In Cassidy J, Shaver PR.

Handbook of Attachment: Theory, Research and Clinical Applications. New York and London: Guilford Press. pp. 880–905. ISBN 9781593858742. 6. ^ a b Bugental DB (2000). “Acquisition of the Algorithms of Social Life: A Domain-Based Approach”. Psychological Bulletin 126 (2): 178–219. doi:10. 1037/0033-2909. 126. 2. 187. PMID 10748640. 7. ^ Steere, B. F. (1988). Becoming an effective classroom manager: A resource for teachers.. Albany, NY: SUNY Press. ISBN 0-88706-620-8, 9780887066207 Check |isbn= value (help). 8. ^ Goble, F. (1970). The third force: The psychology of Abraham Maslow. Richmond, CA: Maurice Bassett Publishing. pp. 62.

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