Term Paper on "Organizational Motivation and Leadership"

Term Paper 5 pages (1471 words) Sources: 5

[EXCERPT] . . . .

They would likewise like, if provided the choice, to leave the companies where they are working. Such mindsets and habits are not unusual. They have a direct link to the problem of motivation at work (Bartol et al., 2001).

Managers should make use of advanced understanding of individual motivations to affect human habits in the right instructions. Managers are constantly anticipated to acquire greater levels of efficiency and performance from the workers. They are anticipated to guarantee that workers are dedicated and devoted to their work. Inspiring staff members is, for that reason, a crucial obligation for managers and their efficiency is carefully related to the concern of motivation (Bartol et al., 2001).

For that reason, comprehending and handling motivation is of interest to managers along with anyone left with the job of dealing with companies and individuals to accomplish specific objectives and goals. Leading includes affecting others' work habits positively towards attaining organizational objectives. The energy of a company originates from its employees' motivation. Subsequently, managers have to make use of a number of inspirational methods concentrating on specific needs, the idea processes associated with choosing whether to exhaust effort, and offered reinforcements and incentives (Bartol et al., 2001).

Motivation is not habits itself. We can relate to the presence or absence of motivation by analyzing the habits of individuals in a provided context. Some habits are preferable and encouraged. Various other kinds of habits are unwanted and will not be urged. A few of the aspects that describe the presence of unwanted habits are because of an absence of motivation. The obligation of those who are handling the inspirational problem is to initiate cause the inspirational procedure within people (Bartol et al., 2001).

The role of power and influence in this situation

If motivation is driven by the presence of disappointed needs, then it is rewarding for a manager to comprehend which needs are the most vital for specific workers. In this regard, Abraham H. Maslow established a model where fundamental, low-level needs such as physiological requirements and safety have to be pleased prior to higher-level needs such as self-fulfillment. In this hierarchical design, when a need is mainly fulfilled, the next greater need takes its place.

If Maslow's theory holds, there are some essential effects for the manager. There are chances to encourage workers with management design, task design, business occasions, and payment bundles, some instances of which follow:

Physiological needs: Offer lunch breaks, rest breaks, work area, water, business lunchroom and salaries that suffice to buy the fundamentals of life.

Safety Needs: Offer a safe working environment, retirement perks, life insurance and job protection.

Social Needs: Produce a sense of belonging through team-based tasks and gatherings, excellent co-workers, peers, superiors, consumers.

Esteem Needs: Acknowledge accomplishments to make staff members feel valued. Offer job titles that communicate the significance of the position.

Self-Actualization: Offer staff members tough tasks and the chance to reach their complete occupation capacity, chances for advancement and imagination, training.

Nevertheless, not everyone is driven by the exact same needs - at any time various individuals might be inspired by completely various elements. It is essential to comprehend the needs being pursued by each staff member. To affect the habits of a staff member, the manager has to have the ability to acknowledge the needs level at which the staff member is running, and utilize those needs as factors of motivation.

A vital indication can be made about Maslow's hierarchical design which is that the assumption that when a need is pleased it is not a motivator - up until it re-emerges is not completely off-track. Food is a bad motivator after a meal. The point in this is clear for the manager. Sadly, lots of companies and people still fall short to obtain the message. The majority of reward schemes are based upon needs that have actually currently been mostly pleased. If management put focus on needs that have actually not been pleased, workers would be more likely to be encouraged to attaining the objectives of the company. Human habits are mostly directed by unhappy needs.

References

Bartol, K., Martin, D., Tein, M., Matthews, G. (2001). Management: A Pacific Rim Focus," 3rd Edition, McGraw-Hill, Australia.

CPDL. (2004). Organisation & Management" Manual; 2004, University of Mauritius.

CPDL. (2005). Organisational Behaviour" Manual; 2005, University of Mauritius.

Kukreja, P. (2011). Employee Retention… READ MORE

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