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... More likely, employees feel uncertain about what is most important. By working with employees to set specific and measurable goals, managers can clarify their expectations for employees. To be motivators, rewards must be aligned with the things that employees value. The rewards that employees want can be determined simply by asking them. Some employees value monetary rewards above everything else, whereas others value scheduling flexibility, the opportunity to work on special projects, training and development opportunities and so on.
Whenever possible, effective managers find ways to use various rewards to motivate a variety of employees. Performance can be rewarded in tow ways. Extrinsic rewards are outcomes supplied by the organization, such as a good salary, status, job security and fringe benefits. These rewards are similar to the job context items that Herzberg called hygiene factors.
Intrinsic rewards are personally satisfying outcomes, such as feelings of achievement and personal growth. These rewards are similar to Herzbergs motivator factors. In the Porter-Lawler model, both intrinsic and extrinsic rewards are desirable. Employees perceptions of whether their rewards are equitable include their evaluations of both extrinsic and intrinsic rewards. The management is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise.
Consequently, human resource management plays a central role in organizational effectiveness. Since a companys most important asset is its human resources, all managers should be vitally concerned with the rewards system. (Gewirtz, 1996). The human, material and capital resources of the enterprise must be managed effectively and efficiently. The practice of management requires foresight, intellectual skill, conceptual insight into business realities and judgment. Every business, from the most successful to the most troubled, does some things very right.
The most important part of the reinvention process is identifying these things that one does so well from the simplest office procedure. Human resources nowadays need to be able to use as many management perspectives as possible in order to reinvent their organizations. Lessons one learns from these management theories will enable a top manager to keep his company going, expand his client base, market his products more effectively and grow beyond knee-jerk responses and conventional wisdom (Newham, 2005). Dr. Lazarus definition implies that for something to be psychologically stressful, it has to be appraised in some way as a threat. Yet we know from experience that there are many times when we are unaware of the degree to which relationships with inner and outer environment are taxing a persons resources.
For example, much of peoples lifestyle may be undermining health, exhausting people physically and mentally without conscious acknowledgement of it. Moreover, the negative attitudes and beliefs about people and about what is possible may be major factors preventing people from growing or healing or taking control in times of difficulty. These, too, may be below ones level of conscious awareness. In the end, it is helpful to keep in mind from moment to moment that it is not so much the stressors in peoples lives but how they see them and what they do with them that determines how much they are at another's mercy. If people can change the way they see, they can change the way they respond. It is not only the major turning points in our lives that require us to adapt.
Every day, we face a range of moderately important to trivial obstacles and occurrences with which we have to deal, whether we want to or not, and which we may turn into much larger problems than they need to be if we lose our perspective and balance of mind. In the workplace, change and innovation does not occur just once. It is continuous. As managers look for changes, hunt and gather opportunities, reposition and remarked, and do all the things necessary to transform their companies using the management theories they have learned, they must constantly evaluate the results; keep what works and discard or avoid that which does not. Even the so-called steps of reinvention are not really tangible steps. Managers should always be seeking and cataloguing strengths, always looking for new weaknesses, always turning lacks into strengths, and always seeking out new opportunities and new customers.
The only constant is change. And with constant change comes constant innovation and evaluation. People who lack good life management skills will have difficulty sustaining the balance needed to produce continued success. Consistent discipline in working out this delicate balance will continually move one toward success as he sets his goals, make plans to reach them and work to accomplish his objectives. Geller man (1992) defines motivation as the art of helping people to focus their minds and energies on doing their work as effectively as possible. The task is to motivate everyone, at all times, through every possible technique or approach available and apt for the situations.
There are many questions that have to be answered, such as who are the people, what are their job tasks, how do they get paid, with whom do they work? Because of these varied and ever-changing elements in motivation, this is not a simple or easy task. The difficulty is that all people are differs from one another in many ways, hence what might motivate one person does not necessarily work for another person different strokes for different folks. It is more than history of management theories versus contemporary theories on management, because in order for one to disprove the other, they must first work together. Ergo, theoretical evolution. Now, a pattern emerges and it evinces amelioration.
Individual and, more often than not, organizational change and development commences. One of the major reasons for the non-accomplishment was ascribed to the fact that the human element went unnoticed in change initiatives. A lot of people are experiencing difficulties when it comes to change, despite knowing that change is necessary in several cases. The most successful change initiatives found ways to speak to peoples hearts as well as their minds, influencing their emotions as well as their thoughts (Full, 2006; Kernel & Buono, 2005; Loup & Koller, 2005; Robbins, Bergman, Stagg, & Coulter, 2003).
It was observed that people's disposition to change was compounded upon removal of obstructions and other impediments. Going to group discussions, seminars and lectures incites change, however, change can develop into something akin to mundane if decisions were made as a direct or indirect outcome of discussion groups and the individual feels a certain commitment. Changes to procedures, culture, norms, policies or structures that supported the new behavior also enhanced the transfer of learning. Characteristics of successful change initiatives, such as group ownership and collaborative problem-solving, were evident in action research, which Lewin began to develop prior to his death (Coghlan & Claus, 2005; Lewin, 1947; Schaffer, 1999; Waddell, Cummings, & Worley, 2004). As disorganized and haphazardly world events currently appear to be, they are just as disorganized within organizations as well. However, for decades, managers have acted on the supposition that organizational functions are always under control or can be controlled.
This paper evinces the pedagogical demands and contentions could be catered to in relation to facilitating procedures or methodologies in management with theoretical bases. Consequently, personal pedagogics were reflected upon as well. In sum, the practice of management requires foresight, intellectual skill, conceptual insight into business realities and judgment. Every business, from the most successful to the most troubled, does some things very right. The most important part of this process is identifying the things that one does so well. Motivation is often mistaken as good-hearted attempts of encouragement that often brings about dependence among employees.
Motivation has become a much-abused word. It is often regarded as some sort pumping up employees enthusiasm or sometimes as making people happy. In this making people happy concept, the task is simple on complaint reduction. Worse, motivation is regarded as bribery paying grease money in order to achieve a goal. (McClelland, 1955). REFERENCES Coghlan, D. , & Claus, J. (2005). Kurt Lewin on re-education: Foundations for action research [Electronic Version].
The Journal of Applied Behavioural Science, 41, 444 457. Davis Bacon Act. Retrieved Sept. 9, 2008 from: web Employee Rewards. (The Walsh-Healey Public Contracts Act). Sept. 9, 2008 from: web George Santayana. The Life of Reason, Volume 1, 1905 Retrieved on Sept. 9, 2008 from: web Gewirtz, D. , (1996). The Flexible Enterprise.
John Wiley & Sons, Inc. Gratton, L, Hailey, VH, Stiles, P, & Truss, C 1999, Strategic Human Resource Management: Corporate Rhetoric and Human Reality, Oxford University Press, New York. Retrieved Sept. 9, 2008 from: web books? vid = ISB&id = Z 7 HMZcdN 2 i 0 C&pg = PP 1 &lpg = PP 1 &ots = w u BMI-qc GB&dq = strategic+human+resource+management&s ig = hm L 6 XEtWrb 1 ehIJZQoSXuLkLdZY#PPA 1, M 1 Management Guru. Frederick Winslow Taylor.
Management: Leading & Collaborating in the Competitive World Thomas S Bateman and Scott A Snell, Thomas S. Bateman, University of Virginia Scott A. Snell, Cornell University. Retrieved on Sept. 9, 2008 from: web Management History. Retrieved on Sept. 9, 2008 from: web Nilakant, V. & Ramnarayan, S. (2006). Change Management.
Sage. Wittfogel, Karl A. Oriental Despotism: A Comparative Study of Total Power (1957) Retrieved on Sept. 9, 2008 from: Encyclopedia Britannica Vol. 4, p. 421 McNamara, Carter. Brief Overview of Contemporary Theories in Management Retrieved on Sept. 9, 2008 from: web Newham, C. Strategies for leadership. 2005 Retrieved Sept. 9, 2008 from: at: web Susan Bolt. International Journal of Pedagogies and Learning, 3 (2), pp. 42 - 51.
October 2007 "The Challenge of Integrating Research, Action and Learning in the Workplace to Affect Organisational Change" Curtin Business School, Curtin University of Technology, Australia Retrieved on Sept. 9, 2008 from: web Strategy Formulation. Retrieved Sept. 9, 2008 from: web
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Research essay sample on Learning From Past Management Part 2
