1.4 What is job design?
According to Kondalkar (2007) job design is related to organizing and constructing complex, social and human being facet of employment. It is linked to coordinating the various components of an organization to make it possible to engage and accomplish identical task easily and reducing job dissatisfaction.
1.4.1 Importance of job design
(a) It leads to better business usefulness as well as performance and better results from employees.
(b) Job design is very important for an organization to execute the particular business activities in the best and also effective way.
Kondalkar, V.
Organisational Behaviour
Kondalkar, V. (2007) Organisational Behaviour. New Age International, p.276
1.14 The five levels of Maslow’s need theory
(a) Physiological Needs: According to Maslow’s need theory, this is the strongest in every man in order to satisfy basic bodily needs like hunger, thirst, shelter, and clothing.
(b) Safety Needs: After the physiological need is gotten, the safety need develops and is also prominent at that time of point. These needs comprises of security and protection from physical and emotional harm.
(c) Social Needs: Immediately the safety need is attained, people wish to fit in with some social group in which their emotional need of love, affection, warmness and companionship are pleased.
(d) Esteem Need: This can also be called Ego need. Every single individual desires dignity, self-confidence, reward, power and control.
The Essay on Job Analysis and Job Design
Job analysis—The procedure for determining the tasks and responsibilities of each a job, and the human attributes (in terms of knowledge, skills, and abilities) required to perform the job. The outcomes of job analysis will be: Job description (what the job entails), Job specifications (what the human requirements are needed for the job). Job analysis is something called the cornerstone of HRM, ...
(e) Self-actualization Need: This is the fifth stage of d need hierarchy. It is related to achieving something substantial in one’s life time.
Kondalkar, V.
Organisational Behaviour
Kondalkar, V. (2007) Organisational Behaviour. New Age International, p.103
1.12 McGregor’s Theories X and Y
In Kumar, N. (2012), he described Theory X and Theory Y as two distinct viewpoints of management action as well as the behaviour or predispositions of people towards work.
1.12.1 Theory X
People do not actual want to work – they have to end up being pressed, strongly monitored and vulnerable with a threat of consequences if task is not carried out. People are extremely lazy and desire to get rewarded for no work.
1.12.2 Theory Y
Theory Y talks on the positive view of people and proposes that people may be basically self-direct and creative at work when correctly motivated
Kumar, N.
Organizational Behaviour : A New Look Concept; Theory & Cases
Kumar, N. (2009) Organizational Behaviour : A New Look Concept; Theory & Cases. Himalaya Publishing House, p.152-154.
1.13 vroom expectancy theory">expectancy theory of Motivation.
In 1964, Victor Vroom made a huge impact in motivation concept when he can up with the Expectancy Theory of Motivation.
Vroom’s expectancy theory tries to identify association between variables in a dynamic condition as they effect personal conduct.
Vroom developed a motivation model to explain value, expectancy and force:
Motivation (Force) = Valency X Expectancy
Where Valency = amount of desirableness or even preferences for various final results
Expectancy = this is graded as the possibility of link involving effort and performance. Kumar, N. (2009)
The Term Paper on Modern motivation theory and Buddhist teaching for Motivation
One of the most important functions of management is to create willingness amongst the employees to perform to the best of their abilities. Therefore the role of a leader is to arouse interest in performance of employees in their jobs. The process of motivation consists of three stages:1. A felt need or drive 2. A stimulus in which nodes have to be aroused 3. When needs are satisfied, the ...
Kumar, N.
Organizational Behaviour : A New Look Concept; Theory & Cases
Kumar, N. (2009) Organizational Behaviour : A New Look Concept; Theory & Cases. Himalaya Publishing House, p.152-154.
1.16 Four ways an organization can improve its internal communication
(a) Improve Listening Skill: Every member of the organization my endeavor to be a good listener. Management and subordinates must be patient at listening in order to get the real message about to be passed out.
(b) Improve Written Skills: A well written communication must have basic terminology that provides easy sunderstanding. Writing good information is definitely an art and must be employed at an increased rate. Basic principles of good written concept are brevity, clarity and also simplicity.
(c) Maintain Unity of Command Principle: For improve communication, employees must obtain orders from a specific authority and should be responded to for the exact identical authority.
(d) Avoid Ambiguity Messages: Messages, orders and reports must be passed in simple words for easy understanding and to avoid complications within the organization.
Kondalkar, V.
Organisational Behaviour
Kondalkar, V. (2007) Organisational Behaviour. New Age International, p.204.
