Personal application. While speaking with Marc, I brought up the topic of motivation and behavior he employs goal setting theory along with parts of equity theory. In his job function many of the goals set for his department are set by upper management. His use of goal setting theory, he will set a goal that his employees feel are unattainable. However, his experience suggests that when he places goals that are higher, his employee’s performance improves. Interestingly, he admits that he will lower the goal once he notices the performance is exceeding the organizational goals. When he lowers the expectations, it continues to motivate the employees because they now feel their goal is attainable and continue to work hard to feel successful. He indicates that many of the employees also feel that he is listening to them and adjusting their goals accordingly. There are some of his subordinates that raise concerns that others are not doing as much as they are. In order to ensure those employees feel he is being equitable, he makes them aware of how he determines what employees are responsible for certain tasks. “As a result, subordinates would be more likely to be affected by managerial motivation and strive to emulate it.” (Coget, 2011). A manager that is motivating and shows support towards their employees has the power to motivate them to accomplish tasks that they may feel are unrealistic. With regard to behavior he takes note of his employees personalities and assigns tasks and priorities based upon that. He noted that one particular employee has interest in leading and shows exceptional performance, and he, therefore, provides the employee with additional tasks. The insight he has given me is valuable because it shows...
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...ur life or in your career, we need to be flexible and adjust to these changes. We must also continually learn and try to understand people, new concepts and think outside the box, because, as Marc said, if we do not take risks, if we do not fail, then we do not succeed.
Works Cited
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Coget, J. (2011). Does managerial motivation spill over to subordinates? Academy of Management Perspectives 25(4), 84.
Mishra, K., Boynton, L. & Mishra, A. (2014). Driving employee engagement: the expanded role of internal communications. Journal of Business Communication 51(2), 199.
Robbins, S., DeCenzo, D. & Coulter, M. (2013). Fundamentals of management: essential concepts and applications. Upper Saddle River, NJ: Prentice Hall, Pearson.
Coulter, M., Decenzo, D. A., & Robbins, S. P. (2013). Fundamentals of Management (8th ed.). Upper Saddle River, New Jersey: Prentice Hall.
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
“A manager manages using authority-or the right to get others to do things by virtue of their positional power. While a leader leads through the ability to influence other people to do things using a certain degree of personal power or charisma” (McLean, 2005, p. 16). By definition, leadership is about influence. Therefore, it is impossible to discuss the theme of leadership without including followers or to try to explain the idea of team building without explaining the influence of a leader. While each concept is unique, both have a direct affect on the other. A leader is not a leader without someone following him or her and a team will always develop a leader whether indirectly or directly appointed. However, leadership and team building are much like the preverbal chicken and egg; and many theories have developed over several years trying to explain the influence on each other and the successful development of teams and leaders.
Steers, R. M., & Porter, L. W. (1983). Motivation & Work Behavior (Third ed.). New York:
Robbins, S. P., Decenzo, D. A., & Coulter. M. (2013). Fundamentals of Management (8th ed.). Upper Saddle River, NJ: Pearson.
Motivation impacts the type of modulate employees make to an organization and output are affected by the specific motives employees have for working at an exceptional place on a particular job. In much esteem, the job of management is the effective channeling of employee motives across organizational goals.
Robbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson
Robbins, S.P., DeCenzo, D.A., & Coulter, M. (2013). Fundamentals of management (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Robbins, S., Decenzo, D., & Coulter, M. (2013). Fundamentals of management. Upper Saddle River, NJ: Pearson Education, Inc.
Steers, Richard M., Richard T. Mowday, and Debra L. Shapiro. "Introduction to Special Topic Forum: The Future of Work Motivation Theory." The Academy of Management Review 29.3 (2004): 379. Print.
"Leadership in Organizational Settings." The Dynamics of Leading Organizations and People. N.p.: McGraw-Hill, 2013. 288-301. Print.
There is no shortage of motivational theories, just as there is none for leadership theories; however there are a few particularly important ones. It is interesting to note that even some of the most notable ideas of motivation are nothing more than untested hypotheses with simple anecdotal observations as a backbone that has served for years of...
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
For this assignment, I am going to describe and discuss several motivation theories. Then I will compare and contrast different aspects of the theories to each other and discuss how the different theories relate to my workplace.
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002).