...A STUDY ON EFFECT OF EMPLOYEE MOTIVATION ON EMPLOYEES PERFORMANCE OF HYDERABAD INDUSTRIES LIMITED, THRISSUR Birla Institute of Technology, Mesra Noida Campus SUBMITTED BY: TWINKLE MALHOTRA(BBA/4510/10) AKSHITA CHAUHAN(BBA/4528/10) TABLE OF CONTENT CHAPTERS PAGE NO. CHAPTER 1 INTRODUCTION 1.1 Introduction of the study 3 1.2 Company Profile 4 CHAPTER 2 LITERATURE REVIEW 13 CHAPTER 3 OBJECTIVES AND SCOPE OF THE STUDY 3.1 Objectives of the study 16 3.2 Research Problem 16 3.3 Significance of the study 17 3.4 Research Methodology ...
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...ORGANIZATIONAL PROBLEMS AS A RESULT OF POOR COMMUNICATION By Daniel Wachira Elias Ochieng Enock Onyango Odhiambo Flavia Nasambu Okanya James Etyang Janet Murugi Margaret Keyum Mohammed Godana Muchira Muchiri Nicholas Ruttoh Sharon Njoroge A Case Study ABSTRACT Communication is a two way process that involves sharing ideas, information, and messages amongst individuals using a specific media or channel. Communication is deemed incomplete without a feedback. Communication includes verbal and nonverbal communication (such as facial expressions, body language, or gestures, visual communication such as the use of images or pictures, such as painting, photography). Communication is a vital part of personal life and is also important in business, education, and any other situations where people encounter each other (Encarta, 1998). Organizational communication is largely focused upon building relationships, or repeated interpersonal interactions, with internal organizational members and interested external publics. For organizations to be successful they must have competent communicators. This case study is an attempt to bring forth, analyze and compare different aspects of workplace communication. It focuses in communication which is considered a significant factor for an organization‘s internal and external progress. It is a study on literature, which aims to link the literature findings with a real case of a company which lacks effective organizational/workplace communication...
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...| |[pic] | FS3032 – Capital Markets MODULE HANDBOOK 2014/15 - Semester 1 Module Lecturer: Dr Phan Tran Trung Dzung Faculty of Banking and Finance / FTU fandzung@ftu.edu.vn This module is supported by Weblearn – students are advised to access the site on a regular basis, at least once a week FS3032 Capital Markets |Teaching Location |A1101 | |Teaching Semester |1 | |Module Level |H | |Home Academic Department |LMBS | |Module Leader |Dr Phan Tran Trung Dzung | |Module Web Site |FS3032C | |Teaching Mode |Day | |Module Title |Capital Markets | |Timeslot | | |Credit Rating For Module |15 ...
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...BRAC Bank Limited is a scheduled commercial bank in Bangladesh. It established in Bangladesh under the Banking Companies Act, 1991 and incorporated as private limited company on May 20, 1999 under the Companies Act, 1994. Its operation started on July 4, 2001 with a vision to be the market leader through to providing all sorts’ support to people in term of promoting corporate and small entrepreneurs and individuals all over the Bangladesh. BRAC Bank will be a unique organization in Bangladesh. The Bank consists of major divisions named 1) Corporate banking, 2) Retail banking, 3) Treasury, 4) Small & Medium Enterprise (SME). At present the Bank operating its business by 26 Branches. BRAC Bank is the first local commercial banks that proving online banking service to its customers from the very beginning of its starts. BRAC Bank, for the first time among local commercial banks, starts providing loan facilities to small and medium trading, manufacturing and service oriented enterprises all over the country. BRAC Bank Limited is a scheduled commercial bank in Bangladesh. It established in Bangladesh under the Banking Companies Act, 1991 and incorporated as private limited company on 20 May 1999 under the Companies Act, 1994. BRAC Bank will be a unique organization in Bangladesh. The primary objective of the Bank is to provide all kinds of banking business. At the very beginning the Bank faced some legal obligation because the High Court of Bangladesh suspended activity...
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...European Management Journal VoI. 14, No. 6, pp. 596--611, 1996 ~ Pergamon S0263-2 373(96)00056-4 Copyright © 1996 Elsevier Science Ltd Printed in Great Britain. All rights reserved 0263-2373/96 $17.00 + 0.00 Effective Organizational Control'. A Framework, Applications, and Implications ERIC FLAMHOLTZ, Professor of Management, University of California at Los Angeles This article by Eric Flamholtz provides a framework for understanding the nature, role, functioning, design, and effects of organizational control systems. It represents a model of control which can be used to make this process more visible in organizations. It illustrates the practical applications of the model, and suggests its implications for corporate and human resource management as well as for scholars. Copyright © 1996 Elsevier Science Ltd Introduction All organizations (businesses, universities, governments, hospitals) are concerned with channeling human efforts toward attainment of organizational objectives. Regardless of their formal purposes, organizations are composed of people with their own personal interests. Even if these individuals and groups wish to help attain organizational goals, the organization of which they are ,~=r~ must integrate their efforts and direct them toward goals. Thus, organizations must influence or the behavior of people, if they are to fulfil their nd achieve their goals. To help gain control over the behavior of people in formal organizations, most enterprises...
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...……………..9 Research Hypothesis…………………………………………9 Significance of the Study………………………..…………..10 Scope and Delimitation………………………………………11 Definition of Terms…………………………….……………..12 CHAPTER 2: Review Related Literature…………………………………...14 Foreign Literature…………………………………………….15 Local Literature……………………………………..………...16 CHAPTER 3: Methodology……………………………………..…………….20 Method Used…………………………………………………..20 Respondent of the Study……………………………………20 Sources of Data……………………………………...………..21 Data Gathering Instrument…………………………………..21 Data Gathering Procedure……………………..……………21 Statistical Treatment…………………...…………………….22 CHAPTER 4: Presentations, Analysis and Interpretation of Data……...23 Description of Respondents……………………………..…23 Comparison of Pre-test Mean Scores of the Experimental And...
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...IMBA article: http://irps.ucsd.edu/assets/001/503691.pdf http://www.slideshare.net/KathrynWatts/toms-shoes-28792436 https://www.behance.net/gallery/2855131/TOMS-Shoes-Media-Plan-Campaign On April 10th thousands of people around the world ditched their footwear for TOMS Shoes annual “One Day Without Shoes;” a campaign aimed at showing the impact a pair of shoes can have on a child’s life. It is heavily rooted in social media – supporters share experiences by Tweeting the #withoutshoes hashtag. AOL, a Simply Measured customer, partnered with TOMS to build online momentum leading up to 4/10. For us data geeks, AOL’s use of social media analytics was particularly interesting – both as a rally call for consumers and a as way to message results internally and externally. Looking at the data from these efforts serves as great case study for measuring and communicating social media analytics. Using Social Media Metrics as a Rally Call AOL created excitement around a social media metric – reach – asking consumers to help distribute the #withoutshoes messages to over 1,000,000 people before April 10th. By reporting reach each day of the campaign, AOL set a collective goal and communicated the impact to participants. At Simply Measured, we tend to think about social media programs like a megaphone. You put content in and when things work well, your messages get amplified. In this instance, AOL aligned their campaign goals around this amplification in a way that compelled consumers...
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...9 Current Psychology of Basics Knowledge Management & Organizational Learning 9 Knowledge Management and Organizational Learning 9 Knowledge Management Processes and Goals 10 Current Knowledge Management Systems 11 Organizational Learning 11 Knowledge Management in Organizations 12 The Knowledge Management Processes Cycle 12 KM Strategies 14 Codification Sub-Strategies – Earl’s codification-oriented sub-strategies are: 15 2. MOTIVATION 16 2.1 Motivational Concept 16 Ego-focused versus other-focused emotions 17 2.2 HIERARCHY OF NEEDS 19 Herzberg’s Two-Factor (Motivation-Hygiene) Theory 20 2.3 MOTIVATIONAL THEORIES 21 MOTIVATION THEORIES ARE OFTEN CULTURE-BOUND 23 Maslow's Needs Hierarchy. 23 McClelland's Three Needs Theory 23 Adams' Equity Theory 23 Hertzberg's Two-Factor Theory 23 3. RECRUITMENT 23 3.1 Sources of recruitment 23 The traditional recruitment sources were: 24 The modern recruitment sources are: 24 3.2 Internal recruitment 24 3.3 External recruitment 25 3.4 Recruitment process 26 4. EMOTIONAL BEHAVIOR IN ORGANIZATIONS 27 4.1 Frustration and Anxiety 27 The specific goals are to help organizations, managers, and employees 27 Understanding the Causes of Conflict 28 4.2 Stress – Strain and Pressure 30 4.3 Drug use in the Industry 32 The Benefits of Going Drug-Free 32 U.S. Department of Labor 34 5. JOB EVALUATIONS 35 5.1 Evaluation Overview 35 The Challenge: Disconnection 35 5.2 Evaluation Vision 36...
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...Quality Assessment in Higher Education with Special Focus on AUIB PART 1: INTRODUCTION 1.1 ORIGIN OF THE STUDY This research project, which is entitled as “Quality Assessment in Higher Education with Special Focus on AIUB” has been prepared to fulfill the requirement of the course RESEARCH METHODOLOGY under the Bachelors of Business Administration degree of American International University Bangladesh. The submission date of the report is 18th January 2003. 1.2 OBJECTIVES OF THE STUDY The objectives of this study are to: Give an idea about the higher education sector in Bangladesh, its quality and effectiveness. Discuss the rationale behind the emergence of private universities. Understand the establishments of AIUB in respect of its facilities, infrastructure and legal requirements. Know the human resource strength of AIUB. Discuss various aspects to analyze AIUB’s performance such as: campus area, no and qualification of faculty members, library space and book quantity, lab facilities, counseling opportunity for students, extra curricular activities, credit transfer facilities, research & publications, administrative service to students, tuition waiver, etc. Find out its growth level over the last years. This has been done in two ways: by calculating the number of new entrants over the last years and by calculating the rise in student intake. Obtain a comprehensive insight about the operating aspects of AIUB including strengths, weaknesses, opportunities and threats...
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...V O L U M E 1 6 | N U M B E R 4 | FALL 2004 Journal of APPLIED CORPORATE FINANCE A MO RG A N S TA N L E Y P U B L I C AT I O N In This Issue: Disclosure Beyond Financial Reporting—An Integrated Approach to Corporate Disclosure Amy Hutton, Dartmouth College Making Financial Goals and Reporting Policies Serve Corporate Strategy: The Case of Progressive Insurance An Interview with Tom King, Progressive Insurance Identifying and Attracting the “Right” Investors: Evidence on the Behavior of Institutional Investors Brian Bushee, University of Pennsylvania Roundtable on Corporate Disclosure Panelists: John Graham, Duke University; Trevor Harris, Morgan Stanley; Amy Hutton, Dartmouth College; Charles Kantor, Neuberger Berman; Tom King, Progressive Insurance; Rick Passov, Pfizer; Erik Sirri, Babson College; and Joe Willett, (formerly) Merrill Lynch. Moderated by Don Chew. Where M&A Pays and Where It Strays: A Survey of the Research Robert Bruner, University of Virginia Pathways to Success in M&A Mahmoud Mamdani and David Noah, Morgan Stanley In Defense of Incentive Compensation: Its Effect on Corporate Acquisition Policy Sudip Datta and Mai Iskandar-Datta, Wayne State Reappearing Dividends Brandon Julio and David Ikenberry, University of Illinois Making Capitalism Work for Everyone Raghuram Rajan and Luigi Zingales, University of Chicago University, and Kartik Raman, Bentley College Reappearing Dividends by Brandon...
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...far greater role than IQ in determining leaders’ effectiveness, and thus their organizations’ success. To increase your emotional intelligence, start by understanding the skills that define it. Then learn how to flexibly interchange those skills to meet the needs of shifting circumstances. Finally, use mood contagion (a powerful neurological process) to create positive chemical connections between your and your followers’ brains. COPYRIGHT © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Featuring the work of Daniel Goleman, this HBR Article Collection shows you how to foster and spread the positive emotions that drive quantifiable business results in your firm. The Articles 3 Article Summary 4 What Makes a Leader? by Daniel Goleman Emotional intelligence comprises five self-management and relationship skills. Selfmanagement skills include 1) self-awareness—knowing your strengths, weaknesses, and emotions and their...
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... 1991 by The McGrawHill Companies, Inc. All rights reserved. The contents, or parts thereof, may be reproduced in print form solely for classroom use with A First Look At Communication Theory provided such reproductions bear copyright notice, but may not be reproduced in any other form or for any other purpose without the prior written consent of The McGrawHill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. PREFACE Rationale We agreed to produce the instructor’s manual for the sixth edition of A First Look at Communication Theory because it’s a first-rate book and because we enjoy talking and writing about pedagogy. Yet when we recall the discussions we’ve had with colleagues about instructor’s manuals over the years, two unnerving comments stick with us: “I don’t find them much help”; and (even worse) “I never look at them.” And, if the truth be told, we were often the people making such points! With these statements in mind, we have done some serious soul-searching about the texts that so many teachers—ourselves included—frequently malign or ignore. As we have considered our quandary, we have come face-to-face with the central paradox that characterizes the genre: Teaching manuals tend to be distant, mechanical, impersonal, and lifeless, when in fact good teaching is immediate, flexible, personal, and lively. In this manual, therefore, we have attempted to communicate to fellow teachers...
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...MANAGEMENT OF CHANGE School of Business Kenyatta University – 43844 Nairobi TABLE CONTENT Page 1. Change Management ………………………….……….……….. 1 2. Leadership ………………………………………...……….……. 52 3. Inter Group Behavior and Conflict ……………….………….… 124 4. Power and Organizational Politics...……………….……….…… 161 Table and Figure Contents 1. Acronym Tropics Test …………….……………………………... 7 2. Self-esteem, Performance and Stress …………………………….. 16 3. Self-esteem, Performance and Change ……………………….….. 16 4. Stability Zones …………………..……………………………….. 18 5. The Coping Cycle ……………..…………………………………. 21 6. Quality Management …………………………………………….. 26 7. Forces of Change ………………………………………. ..……... 32 8. Kinds of Organizational Change …………………………....……. 37 9. Dealing with Resistance to Change ……….………….……..…… 41 10. Methods of Overcoming Resistance to Change …………………. 43 11. Comparison Between Leadership and Management …………….. 57 12. Three Leadership Patterns, their Location in the Organization and Their Skill Requirements ……………………………….…… 61 13. Hersy and Blanchard’s Situational Leadership Model: Defining Maturity and Four Leadership Styles…………….…..… 65 14. Relationships in the LPC Contingency Mode ……………………. 69 15. Casual Relationship for Supportive Leadership on Subordinate Effort ……………………………………………………………... 74 16. Casual Relationship of Effects of Directive Leadership Behaviour on Subordinate Effort ……………………………………………. 76 17. Path-Goal...
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...John Maxwell The 360-Degree Leader: Developing Your Influence from Anywhere in the Organization (Thomas Nelson, 2005) Summarised by George Wells This summary was written as a weekly email to the staff in George’s Department. The “Some things to think about” sections are by George and were geared for the staff in their context. In this book, Maxwell deals with an important topic: not everyone is called to be the top leader in an organisation, and so we need to learn to lead from "the middle". The idea of 360-Degree Leadership is that we should be able to "lead up", influencing our leaders, "lead across", influencing our peers, and "lead down", influencing those lower down the organisational hierarchy. As usual, Maxwell gets his points across with a series of fairly brief, pithy chapters dealing with various practical issues. He introduces the first section, which deals with myths about leadership, by reflecting on the sorts of people we instinctively think of when we think of "a leader": William Wallace, Winston Churchill, Mahatma Gandhi, etc. He points out that this is misleading as "99% of all leadership occurs not from the top but from the middle of an organization". Taking this further, all of us can lead effectively, even if we're not the Vice Chancellor or the CEO. He notes that many people are good in one direction (e.g. they have influence with their boss, but alienate the people who report to them, or are great with their team, but do no get along...
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...YOU CAN WIN Winners don't do different things. They do things Differently. A STEP BY STEP TOOL FOR TOP ACHIEVERS SHIV KHERA To my mother to whom I shall remain indebted for setting the foundation on which this book is based Page 1 of 175 PREFACE Success doesn't mean the absence of failures; it means the attainment of ultimate objectives. It means winning the war, not every battle. Edwin C. Bliss You have met people who literally wander through life. They simply accept whatever fate brings them. A few may succeed by accident, but most suffer through a lifetime of frustration and unhappiness. This book is not for them. They have neither the determination to succeed nor the willingness to devote the time and effort necessary to achieve success. This book is for you. The simple fact that you are reading this book indicates you want to live a richer, more fulfilling life than you have now. This book can enable you to do that. WHAT KIND OF BOOK IS THIS? In one sense, this book is a construction manual. It describes the tools you will need for success, and offers blueprints to help you build a successful and rewarding life. In a second, sense, it is a cookbook. It lists the ingredients the principles you will need to follow to become successful and gives you the recipe for mixing them in the correct proportions. But, above all, this is a guidebook a step by step, how to book that will take you from dreaming about success to unlocking your potential for success. HOW TO...
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