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Compare and contrast intrinsic motivation and extrinsic motivation
Compare and contrast intrinsic motivation and extrinsic motivation
Influence processes in leadership
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Have you ever attempted to change the culture or behavior within an organization? Many think that when they become the boss of some form of business they will easily walk into that organization and be able to impose their will. I feel that is easier said than done. In this paper, I will apply a strategy to changing the culture within a real world situation of my choice. Furthermore, I will explain why I would choose to use these ideas as my strategy and discuss how the application of these ideas tie to the six influence sources given by the authors of the book Influencer. By using the authors ' theories and ideas, I will best ensure my success as a leader attempting to make a change.
I recently interviewed for a service manager position at
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The authors suggest appealing to the individuals in a way that will personally motivate those members (2013). The authors believe “this source of influence is an important factor in propelling and sustaining behavior” (2013, p.30). I feel that when the technicians view the incentives they will want to personally gain the benefits. The second item the authors suggest bringing into the equation is the personal ability (2013). I believe all the technicians will be able to complete the training courses, and once they realize this they will want to continue to take part in them. When the technicians begin to apply their new found knowledge to their work, repair quality will improve and the time it takes will become significantly less. Other areas the authors suggest appealing to for change is that of social motivation and ability (2013). I feel that once the technicians who chose to take part in my incentive program, begin to speak of the rewards and benefits they have earned from it, all other technicians will want to take part in this program. As the authors of Influencer state “No source of influence is more powerful and accessible than the persuasive power of the people who make up our social networks” (2013, p.146). The last areas the authors recommend using to drive change is that of structural motivation and ability (2013). I believe the structured incentive program does that very thing, since the technicians can see the rewards the structure provides it will hopefully motivate them to participate. As the technicians progress, they will be able to see how easily taking part in the structured program is and has improved their technical abilities, as well as their income. Then, they will want to continue improving with the program in
Firstly, there was compelling emphasis placed on exterior factors, for instance, Scanlon Bonus Plan, a motivator plan that inspires and drives employees’ performance, yet neglected to cultivate workers ' needs. If the Plant business integrates the Maslow’s Hierarchy of Needs into their strategic management process, it will guide them in evaluating employees’ needs. Engstrom Auto Mirror Plant should settle on the choice of keeping the current system in place, modify it, or design a new incentive plan. Keeping the ongoing incentive plan would be an awful decision for different reasons that were examined in preceding milestones; subsequently, the undeniable decisions would be to either correct the present plan or to make an altogether new one. For this proposition, it is ideal that a new incentive system be
When it comes down to CarMax they provide many incentives that motivate the employees to increase their performance within the company such as their flat fixed commission received for their sale consultants. If we were to redesign the jobs at CarMax to improve employee motivation we would keep the flat fixed commission but gradually increase it each year. We would also like to increase job enrichment with additional incentives and provide cross training throughout the company, and surveys after each customer has made it to the final stage of their vehicle purchase. By increasing the fixed commission, the sales consultants receive it would inspire these individuals to bring forth their strongest abilities in order to fulfill their job responsibilities and possibly improve the organizational citizen behaviors of our employees. This would only apply if each sales consultant as a whole were able to satisfy the requirements of selling a certain percentage each month
The longevity of the culture as well as managements views was discussed which can make it difficult for the culture to change. Several agreed many company cultures are hard to change, however can be accomplished with everyone on board including the management. Furthermore, many agreed changes can be positive and help provide a better environment for IT security policies. Dawan Ferguson gave an example of how her employer changed the culture by beginning the management and streamlining it down the chain. This not only proved to be effective but also unified everyone within the company with the new changes and many agreed with her on this
Kim and Mauborgne (2003) suggest that it is critical to adjust the employees to accept change and to identify how change can happen with limited resources. They also noted, “Many CEOs recognize the importance of getting employees motivated to make changes, but they make the mistake of trying to reform incentives through the whole organization.” In their article, they described how Bratton was able to solve the motivation problems at the police department. To clarify, Bratton recognized that key influencers at the police department could work to his advantage in implementing change. He also recognized that he only needed to motivate these key influencers because they “act like kingpins in bowling: when you hit them just right, all the pins topple over (Kim & Mauborgne,
The second section of this essay's main body is about managing organizational culture. In this section, the topic about if it is manageable will be discussed firstly from two different opposite aspects. Nevertheless, instead of further questioning on the `unmanageable' theories, this essay takes a managerial aspect approach. This emphasizes on what are supposed to be done to take control on managing and changing organizational culture. However, cultures cannot be fully controlled from any aspect.
...l man who enables others to think and do in his way (role model) and his employees work him for unconditional loyalty (e.g. his PA), also, adopt a fair system of rewards and punishments; however, as a leader sometimes he just needs some transformational styles which respect and communicate with followers equally rather than forced them to shut up rudely. As for organizational culture, the article obtains further understanding that some factors attribute to detect cultures existed in an organisation, communication system, for example. As a result, it can be identified that his culture not only can be classified as power but task. Moreover, due to the changeable outside environment, compounded and flexible cultures seems to be a better way for an organisation’s sustainable development. Therefore, leadership is tightly related to organizational culture.
With the cooperation of the CEO or top managing official setting the culture of the company, it would be in their best interest to influence others, according to their beliefs. For example, if the CEO or senior managing official is persuaded to proceed with a particular theory or idea, they would then be willing to share it with his fellow managers who would then incorporate it into the organizational
In today's complex business environment; traditional approaches like monetary incentives are not the only prime motivators. In addition to expecting financial incentives for their performance, employee's expectations are much more. Appreciation, recognition and opportunities for personal growth; must be catered for to harness maximum productivity. Furthermore in an era where change is imperative for the organisation's survival, highly motivated employees, represent flexibility and show willing to change; a vital component for the success of any organisation.
Leaders have influence the organizational climate and can change the command culture. However to accomplish that they have to first understand the existing organizational culture within which they are operating. Culture is the behavior characteristic of a particular group. In an organizational setting, leaders have to be mindful of this cultural factors in the context that is sensitive to the different backgrounds of team members to best leverage their talent. There are three levels of culture. First level is the Artifacts. This is the surface level. It includes all phenomena that one sees, hears, and feels when one encounters a new group with unfamiliar culture. Second level is the espoused values. These reflect the original values. Third level is the basic underlying assumptions. These are what were once hypothesis, supported only by a hunch or a value, come gradually to be treated as reality. Climate, in the other hand, is a prevailing trend of public opinion or attitude in a given organization at a given time.
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
Incentive reward engagement offers a win-win situation for the employees and the company. Kelleher believes that incentive is a form of recognition and builds engagement through company’s and employee’s obligations towards a common goal (2014). The company has a “Growth Incentive Scheme” for the production workers. Special monetary incentives are provided should the workers achieve the monthly output target. Through the rewards, employees feel motivated towards their work and thus, contribute towards the company’s
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
As a people we were not created to live this life alone, we were fashioned in such a way to work in communities and build support systems. Now this is not to say that one can only be successful in the group environment, but to be part of a healthy supportive group, sure does make it that much easier to succeed. The book Influencer talks about Social ability and Social motivation. There are many details that make up both, and I would like to make comparisons, along with talk on how they contrast one another. Lets start with a good definition for each of these terms.
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
Shaping a culture is a difficult task, because many of the valuable qualities a leader might have are never taught in a classroom. These qualities can be learned through out a life of experiences. Emotional development, genuineness, and a strong character are all essential qualities if leadership in a culture-driven company is to be effective. This analysis will discuss the relationship between a successful leader and the organization cultural change in today’s business.