People make errors all the time. Usually our errors are slight, like typos on the keyboard, and are easily correctable. Other times, our errors are a result of unwise practices, like tailgating on a slippery highway, and can be more consequential. Understanding why people make mistakes has been of scientific interest for many years and though scientists have been successful in developing theories about the causes of human error the fact remains.
Perception plays a key role in determining individual behaviour in organizations. In a variety of forms, organizations send their members messages regarding what they are expected to do and not do. People all see things differently and they all have their own perception of the functioning and operations of the particular establishment. People have their own, individual, unique picture or image of how they arbitrarily view what is to them the real world. Perception is the process by which stimuli are screened and selected to provide meaning and significance to be individual. People’s need influence their perceptions. For example, people who are hungry tend to see images of food in even the most ambiguous stimuli. A person with a strong need for security will focus his or her perceptions more strongly on the stability of the organization when offered a new job than will a person whose strongest need is for variety and challenge.
Motivation
Theories of motivation deal with two interrelated issues regarding individual behaviour in organizations. The first issue has to do with the choices that people make regarding the things that they will and will not do. The second issue concerns the effort or intensity that people put into the activities they choose to perform. Motivation theory helps us to understand some of the underlying psychological processes that generate motivation within individuals.
The Essay on Individuals in the Organization
The word system can be traced back to Aristotle who suggested that ‘the whole is greater than the source of its parts’. The concept of general systems theory founded by biologist, Von Vetalanfy in 1920, assumes that ‘general laws and concepts for the foundation of such disease fields as biology and physiology, the physical sciences, the basic concepts of economics and psychology in the social ...
The most difficult job that faces a supervisor is learning how to effectively motivate and keep his/her employees motivated. The average person when asked how to motivate someone will tell you what motivates him or her. Unfortunately, everyone is different and what motivates one employee may only make another employee angry. We must offer them something that value as an incentive to work towards a goal.
Is money the magic solution to motivation? There are many other effective tools to motivate staff. We all enjoy working with highly motivated employees in a positive work environment. Let staff understand why they are needed. Let staff understand how the result of their work has a significant impact on the well. Explain to staff the vision, mission and values of the department, and how their work aligns with them. Promote ownership of problem solving. Empower team member. Involve staff in making management decisions.
Motivation should be built into the performance management system where supervisors will have the opportunity to communicate and motivate staff on their performances. Supervisors may adopt the following ways to motivate their staff’s
Discuss with staff from time to time especially at the beginning of the appraisal period and during performance review meetings, what their work goals and targets are and how they should be accomplished.
Some of the most effective ways for managers to motivate staff include giving praises; recognition; positive feedback; passing on feedback from more senior managers; and letting other staff know which staff have been responsible for praiseworthy work and/or effort. Too often staff experience ‘management by mistake’, where most of the feedback received is corrective or punitive for mistakes they are perceived to have made.
The Essay on How can leaders motivate staff in order to improve efficiency and job satisfaction
In this essay I shall define - motivate, job satisfaction, productivity and leaders. I shall then give a brief history of motivational theories and then discuss McClelland’s Motivational Needs Theory; to explain some methods of how staff can be motivated by analysing the 3 main factors in his theory and explain how these factors can motivate staff and to see if motivation does lead to improved ...
Motivated and growth oriented employees are happy, committed and productive. Remember that each person has different needs and must be motivated in a slightly different manner.
Through motivation, we seek to secure staff commitment; develop and manage them to give of their best to support departmental aims and objectives; and achieve the ultimate aim of serving the community better by providing quality service, which our community deserves.
Ten ways to motivate
1. Be motivated yourself.
2. Understand what motivates each member of your team.
3. Give them a challenge.
4. Treat them with respect.
5. Listen to them.
6. Help them learn.
7. Stick up for them.
8. Let team members do things their way.
9. Reward achievement.
10. Say thank you.
THE PERSON- Heredity, Knowledge, Personality, Attitudes, Values, Ability, Needs
Personality a simple, clear statement such as ‘the characteristics of a person that lead to stable and consistent patterns of behavior’ would be sufficient. Some further explanation that demonstrates understanding of the concept should follow. For instance, the candidate could include some comment on the factors that affect personality such as heredity, culture, family etc. The second part asks for a discussion of three factors that might affect personality. The most obvious factors are: Heredity – some argue that we inherit our personality; others argue that the environment in which we develop influences it. There is some evidence to suggest that we do inherit some characteristics. Culture – different cultures have different underlying values and beliefs, which will affect the way people, develop. We tend to reflect our own culture in the way we behave. Family – our family background will affect the way we develop.
The Essay on Learning from a New Experience
As human beings, we learn most of the things that we know from experience. New experiences give us new knowledge, enabling us to correct our mistaken beliefs in the past and to increase our awareness. It is only proper to open ourselves to new experiences so that we can be able to acquire better knowledge and to align our actions and thoughts with the right things in life, making us better ...
Parents/parent figures are used as role models. Group membership – the groups we associate with will also have some impact. Life experiences – we will inevitably be affected by our own experiences. Candidates should make some attempt at illustrating how these factors may affect personality by giving good examples. The three dimensions of personality and discuss why it is useful for the manager to have some knowledge of these factors. For example, the manager may find it useful to understand different personalities when managing subordinates to explain reactions, behavior, relationships etc. It may be useful to understand dimensions of personality – this could assist selection of people for specific jobs, promotion etc. There are several different dimensions that may be considered such as, self-esteem, locus of control, introversion/extraversion, authoritarianism/dogmatism etc.
The manager should have some understanding of the dimensions when dealing with subordinates. The candidates should describe the three chosen dimensions and provide good practical examples. E.g. a person with high external locus of control believes that events in their lives occur because of chance, or outside people and events. This sort of person may be harder to motivate, less involved in their jobs, more likely to blame others when faced with a poor performance evaluation – but are more compliant and perhaps easier to lead than those with a high internal locus of control. Those with a high internal locus of control feel more in control of their fate and will tend to be more independent, easier to motivate but perhaps harder to control.
How to learn?
Studies show that while people do 70% of their development by doing, 20% of their learning by observing other people, and only 10% of their learning from courses or books, the development plans usually have exactly the opposite order of these three components (10%, 20%, and 70%, respectively).
Kolb’s learning cycle. The primary cycle consists of doing, thinking, Interpreting, and planning better actions, all within a set of given assumptions and beliefs. Every now and then one should also reflect on the basic assumptions and Values and revise them if needed.
Causes Of Stress Among Young People
Stress among young people has become one of the most burning issues nowadays and there has been considerable debate regarding its causes. From my point of view, the three most common justifications for stress among young people are as follows. First and foremost, school has usually been cited as the most prominent cause of stress among youngsters. Undeniably, knowledge is ever increasing and the ...
Actively learning from experience is not easy, and it requires more active attitude than learning from a book or a course. While formal learning usually comes with clear goals and structured contents, learning from experience requires introspection and reflection, one needs to evaluate whether a particular situation went well or badly, actively wrestle meaning from the experiences, analyze successes so they can be repeated, and develop rules of thumb to avoid failures. Kolb presented a model for learning from experience called the learning cycle. The basic idea of the learning cycle is that the more often we reflect on a task, the more often we have the opportunity to modify and refine our efforts. The learning cycle consists of the following four stages:
1. Experiencing or immersing oneself in the doing of a task. The person is usually not reflecting on the task as this time, but carrying it out with intention.
2. Reflection involves stepping back from the task and reviewing what has been done and experienced. The skill of attending, noticing differences, and applying terms helps to identify subtle events and communicate them clearly to others. One’s paradigm (values, attitudes, values, beliefs) influences whether one can differentiate certain events.
3. Conceptualization involves interpreting the events that have been noticed and understanding the relationships among them. One’s paradigm again influences the interpretive range a person is willing to entertain.
4. Planning takes the new understanding and translates it into predictions of what actions should be taken to refine the way the task is handled.
Learning is essential to life, as we know it. The rate of social and technological change has increased to a point where an individual must constantly acquire new skills and knowledge in order to maintain their place in society. Much of the knowledge acquire is often obsolete even before this education is complete.
Simply defining “learning” is challenging. A plethora of learning theories have yielded competing approaches to supporting learning, e.g., behaviourist theories and “learning machines”, information processing theories and intelligent tutors, social constructivism.
Stress
Information is often either distorted or ignored when a person is under a high level stress. The existence of stress impedes the person’s capacity to process and perceive information that he or she may be receiving. Sufficient stress to impede accurate perception may result from deadlines, time pressures, crises, and the like.
The Essay on Organizations group jobs and work functions into groups
1. Chapter 7 addresses organizational structures (how organizations group jobs and work functions into groups). For example, a hospital may have hundreds or thousands of employees while a private physician’s office may have just a few employees. For the organizations below, describe which organizational structure they would likely use and why: • A small physician’s office Smaller hospitals tend to ...
job stress comes in many different forms and affects our bodies in various ways. Minor sources of stress may include equipment that won’t work or phones that won’t quit ringing. Major stress comes from having too much work, fearing a job layoff, or not getting along with your boss.
Usually it is the major sources of stress that lead to burnout, causing people to become unhappy and less productive in their work. Job stress can affect health and home life as well. Low levels of stress may not be noticeable; slightly higher levels can be positive and challenge us to act in creative and resourceful ways; and high levels can be harmful, contributing to chronic disease.
The major sources of job stress fall into six categories:
Control. This factor is the most closely related to job stress. People with very little control in their jobs suffer the highest rates of stress-related illness.
Competence. Are you concerned about your ability to perform well? Are you challenged enough, but not too much? Do you feel secure in your job? Job insecurity is a major source of stress for many people.
Clarity. Feeling uncertain about what your duties are, how they may be changing, or what your department or organization’s goals are can lead to stress.
Communication. Workplace tension often results from poor communication, which in turn increases job stress.
Support. Feeling unsupported by your co-workers may make it harder to resolve other problems at work that are causing you stress.
Significance. If you don’t find your job meaningful or take pride in it, you may find it stressful.
Hospitality industry is an organization in which employees usually are affected from stress. For example the manager of the restaurant in the hotel is increasing the music, because some of the guest is having a birth day party. But the other guests, who’s room is closely to the restaurant is unsatisfied and angry, because he can not rest. And the manager should to slow down the music because. In this case, the manager is under stress because from the two sides people are unsatisfied, but his job as we know is to satisfied people.
The Term Paper on Occupational Stress Work Job Individual
Revision Notes for Occupational Stress. What is stress? - Stress is a word derived from the Latin word stringer e meaning to draw tight. - Stress is any circumstance that places special physical and / or psychological demands on a person such that an unusual or out-of the ordinary responses occur. o The circumstance, technically termed stressor, can be, for example, a final exam, financial ...
Communication
People in organizations typically spend over 75% of their time in an interpersonal situation; thus it is no surprise to find that at the root of a large number of organizational problems is poor communications. Effective communication is an essential component of organizational success whether it is at the interpersonal; inter group, intra group, and organizational, or external levels.
The Four Main Goals of Communication
1. To inform – you are providing information for use in decision-making, but aren’t necessarily advocating a course of action
2. To request for a specific action by the receiver
3. To persuade – to reinforce or change a receiver’s belief about a topic and, possibly, act on the belief
4. To build relationships – some messages you send may have the simple goal of building good will between you and the receiver
Effective Communication:
* Achieves shared understanding
* Directs the flow of information
* Helps people overcome barriers to open discussion
* Stimulates others to take action to active goals
Group behavior
Groups embody much important cultural value: teamwork, co-operation a collective that is greater then its collective parts, informality. The group relations refer to the interactions within and between groups, and to the stable arrangements that result from them. Psychological group refers to two or more people in face-to-face interaction each aware of his or her membership, each aware of the others who belong to the group and each aware of their positive interdependence as they strive to achieve mutual goals.
What is a group?
At least two people
Definable membership
Shared identity and shared goals
Shared norms (socialization)
Communication network
Interdependence
Ability to act together
Group effectiveness
Potential benefits of teamwork:
Division of labour
Mixture
Knowledge workers
Innovations and problem solving
Social and organizational learning
Negotiation and democracy
But what does teamwork mean to employees?
Fewer opportunities for promotion
More responsibilities
But not more authority
Making management and trade unions partners
Organization
Organization theory is more than just an academic pursuit; it is a primary requisite for good leadership. Structure evolves out of size and technology. As an organization grows and incorporates new and complex activities, the job becomes too much for one person. Another employee is hired and the task is divided into two parts. One person specializes in and carries out part of the job, the other specializes in the remaining tasks, and so it goes. The larger an organization is and the more activities it entails, the more specialized and structured it becomes. Thus, specialization and structure are the natural outgrowths of increasing size and complexity and one encounters them in all large organizations.
Organizations have common internal traits such as objectives, structure, processes, and behaviour. Furthermore, these traits are not separate and distinct; they are overlapping, interdependent factors in the broader organizational system. All affect organizational behaviour, and all provide the astute manager with a fundamental basis for examining and understanding organizations.
Popular ‘Macho’, what is this?
The meaning of this is man who can characterize with domineering and aggressiveness.
This theory denies that humans are innately aggressive and that frustration automatically leads to aggression. Aggression is learned in two basic ways: (1) from observing aggressive models and (2) from receiving and/or expecting payoffs following aggression. The payoffs may be in the form of (a) stopping aggression by others, (b) getting praise or status or some other goal by being aggressive, (c) getting self-reinforcement and private praise, and (d) reducing tension. The Social Learning Theory also incorporates cognitive processes, like rational problem-solving, “trial runs” in fantasy to see what might happen if I did, and the self-control procedures of self-observation, self-evaluation, and self-reinforcement. Even children are able to control their aggression if they have some understanding of why someone else frustrated them
We all frequently face an environment that presents frustrating, unpleasant experiences as well as cues that suggest there would be certain payoffs for different courses of action. Inside us are various emotional responses, such as anger, various motivations and urges to seek certain payoffs, and complex cognitive processes for weighing the pros and cons for different alternative responses, including aggression or violence, passive withdrawal, depression, increased striving to succeed, reasonable “assertive” handling of the situation, and other possible responses. Eventually, the person chooses a response and acts, then the result of that response is observed and evaluated in terms of its effectiveness. If the response is reinforced, it is likely to be used again.
There are some typical examples of “macho” behaviour in the commercial kitchen: a chef who displays aggressive and powerful behaviour over his staff ….
Hofstede’s
This dimension focuses on relationship between the individual and the group. Highly individualistic cultures believe individual is most important unit. They encourage:
People taking care of them
Making decisions based on individual needs
“I” mentality
Highly collectivistic cultures believe group is most important unit. They encourage:
Primary loyalty to group (nuclear family, extended family, caste, organization)
Decision-making based on what is best for the group.
Dependence on organization and institutions (Expectation that organization / institution / group will take care of individual)