...Evaluating Performance Through Motivation and Conflict Management Decisions Motivation defined as the process which accounts for an individuals intensity, (how hard a person tries) direction, (leading to a specific point) and persistence (how long a person can maintain effort) toward obtaining a specific goal (Robbins & Judge). Managers daily deal with human behavior and understanding different types of human behavior is an added plus. Organized behavior defined as the study of human behavior within an organization. Earlier theories of motivation are based upon the hierarchy of needs. This theory comes from Abraham Maslow who suggests that within every human there is a hierarchy of five needs; physiological, safety, social, esteem and self-actualization. A closer theory to Maslows is the ERG theory; this theory is a remake of Maslows. The ERG theory was created by Clayton Alderfer, which argued Maslows theory due to Alderfer belief of humans being motivated by three core needs. The core needs fall under the category of existence, relatedness, and growth. Douglas McGregor, an economist and management professor, explained two distant views of human beings: one basically negative labeled Theory X (inherited dislikes) and one positive Theory Y (inherited likes). This theory is along the lines of managers who base the nature of humans on certain group types. The final theory from earlier theories of motivation comes from Frederick Hertzberg. Mr. Hertzberg’s...
Words: 319 - Pages: 2
...Evaluating Performance through Motivation and Conflict Management Robert Cummings, Katie Delong, Kara Gonzalez, Stephanie Hernandez, Rachel LaFontain MGT 307 April 25, 2011 David Parsons Evaluating Performance through Motivation and Conflict Management Organizations apply motivational and conflict management theories to keep employees aligned with the organization’s goals and to remain competitive in their market. Organizations employ individuals with different backgrounds and a management objective is to capture each difference and move forward with a common goal. Management is responsible for motivating employees and keeping them aligned with the organization’s goals. This paper will encompass organizational plans detailing motivational theories and conflict management plans as they relay to the differences in employee learning styles. Motivation Theories and Organizational Behavior Motivation states the “forces within an individual that account for the level, direction, and persistence of effort expended at work” (Schermerhorn, Hunt, & Osborn, 2008). Level is the effort that the individual gives, direction is the individual’s personal choice when making decisions, and persistence is how long...
Words: 998 - Pages: 4
...Evaluating Performance through Motivation and Conflict February 19, 2011 Evaluating Performance through Motivation and Conflict In this paper Team A will discuss evaluating performance through motivation and conflict from a management point of view. The discussion will include motivation theories and organizational behavior, Team A will also discuss how different organizations apply these theories to fit the needs of the organization, as well as conflict management strategies and conflict approaches that best work within the organization. Conflict in the workplace is inevitable given the multiple personalities and behavioral traits that come along with them. Everything from culture and beliefs to personality and disagreements can play a huge role in conflict in the workplace. To manage conflict in the workplace successfully begins with effective communication but also requires the ability to adapt to changing conditions. This could mean strategically placing an effective leader in place to help manage possible issues that may arise. Leaders in the organization are responsible for maintaining a stable work environment so that everyone is successful by having strategies in place that promote a healthy work environment. For example, management should clearly define each employee’s role so that there is no question he or she knows what his or her duties are. One of the...
Words: 1476 - Pages: 6
...SUPPORT@ACTIVITYMODE.COM MGT 307 COMPLETE CLASS MGT 307 Week 1 Discussion Question 1 MGT 307 Week 1 Discussion Question 2 MGT 307 Week 1 Individual Assignment Organizational Behavior Terminology and Concepts Paper MGT 307 Week 2 Discussion Question 1 MGT 307 Week 2 Discussion Question 2 MGT 307 Week 2 Learning Team Assignment Organizational Behavior Forces Discussion MGT 307 Week 3 Discussion Question 1 MGT 307 Week 3 Discussion Question 2 MGT 307 Week 3 Team Assignment DISC Platinum Rule Assessment and Workplace Observation Discussion MGT 307 Week 4 Discussion Question 1 MGT 307 Week 4 Discussion Question 2 MGT 307 Week 4 Individual Assignment Groups and Teams Paper MGT 307 Week 4 Team Assignment Evaluating Performance Through Motivation and Conflict Management Discussion MGT 307 Week 5 Discussion Question 1 MGT 307 Week 5 Discussion Question 2 MGT 307 Week 5 Team Assignment Organizational Trends Discussion MGT 307 FINAL EXAM Activity mode aims to provide quality study notes and tutorials to the students of MGT 307 COMPLETE CLASS in order to ace their studies. MGT 307 COMPLETE CLASS To purchase this visit here: http://www.activitymode.com/product/mgt-307-complete-class/ Contact us at: SUPPORT@ACTIVITYMODE.COM MGT 307 COMPLETE CLASS MGT 307 Week 1 Discussion Question 1 MGT 307 Week 1 Discussion Question 2 MGT 307 Week 1 Individual Assignment Organizational Behavior Terminology and Concepts Paper MGT 307 Week 2 Discussion Question 1 MGT 307...
Words: 589 - Pages: 3
...Motivation Plan In today’s business world, each business organization has a diverse workforce and each worker has specific motivations and emotions. An effective manager understands the challenges involved in creating a workplace that combines the employee’s motivations, satisfactions, and performance into a cohesive and effective workforce. A manager must develop a plan encompassing the employee’s motivation, satisfaction and performance. It is essential that the plan includes both the manager’s and employee’s insights to guarantee that all perspectives are merged into the plan for constructive impact. According to Robbins and Judge (2006), “Motivation is the process that accounts for an individual’s intensity, direction and persistence of effort toward attaining a goal” (p. 186). Satisfaction is defined by Merriam-Webster’s dictionary as the “fulfillment of a need or want” and performance is defined as “the execution of an action” or “the fulfillment of a claim, promise or request”. Motivation, satisfaction and performance are important aspects that a manager must employ with people and each aspect can define the success or failure the employee has as an individual or a team”. If a manager has a positive influence within their span of control, the manager will be able to increase an employee’s motivation, satisfaction and performance. A manager can leverage a variety of tools in developing and evaluating employee motivation, satisfaction and performance. Some of those tools...
Words: 1163 - Pages: 5
...Motivation Plan Jonathan Grace LDR/531 September 23, 2014 Edythe McNickle Motivation Plan In today world every business organization has a diverse workforce and each employee has a specific motivation and emotion. Understanding the challengers involved in creating an environment that combines the employees’ motivation, satisfactions, and job performance in an organized and an effective workplace is what a good manager should understand. A manager must create a plan incorporating the employees’ job satisfaction, motivation, and performance. The perception of both managers and employees are ensuring that the viewpoints are incorporated into the plan for optimistic influence. According to Robbins and Judge (2013), “Motivation is the method that accounts for a direction, individual intensify, and persistence of an effort toward a specific goal. Satisfaction is defined as the “fulfillment of a need or want” and performance is defined as “the execution of an action or fulfillment of a clam, promise, or request.” Motivation, satisfaction, and performance are important aspects that a manger must utilize with people and each aspect can be define as a success or failure of the employees or as a team. The manager will be able to increase an employee motivation, satisfaction, and performance, if a manager has a positive influence within his or her span of control. Most manager can influence a variation of tools in increasing and gauging employee motivation, satisfaction...
Words: 932 - Pages: 4
...Performance Through Motivation and Conflict Management Motivating employees to work is a challenge that leaders and managers must cope with. Intrinsic and extrinsic rewards come into play according to some motivational theories. Organizations practice different concepts to manage employees and accomplish daily operations. Many factors cause conflict in organizations. Organizations use conflict management strategies to resolve disputes in the workplace. Motivating employees and managing conflict influence the performance of an organization. Using motivation theories and conflict management strategies helps organizations achieve its mission and goals. Evaluating Behavior Maslow’s hierarchy states there are five employees’ needs that must be met in order for them to work at their full potential, physiological, safety, social, esteem, and self-actualization (Nayab, 2011). Management must try to accommodate each employee’s behavioral need, and give them something tangible to attain in the workplace. Whatever the employee’s needs are, levels of management must identify what motivates employees so the organization can benefit. Alfred Alderfer took Maslow’s theory and gave it a twist, existence, relatedness, and growth (Nayab, 2011). Acknowledging an employee for his or her contribution is essential to his or her existence, and furthermore motivates the employee to continue to excel. Employees are also socially motivated. Managers should encourage...
Words: 1205 - Pages: 5
...case study The modern business environment is dynamic and competitive. My supervisor often says “we create our own futures,” meaning employee performance ensures retention or the opportunity to move to a new company. This week’s case study discusses the importance of force ranking and performance assessment. Each year my company conducts individual performance assessments which add more anxiety during the holiday season. Many companies like GE, Microsoft and American Airlines have adopted this strategy but now they are becoming more flexible because they are being highly criticized because of their way of evaluating employees (Irvine, 2012). Companies are now implementing innovative techniques to evaluate their employees, so that better retention can be achieved. Opinion regarding forced ranking performance appraisal I think this topic is similar to most emotionally charged issues, you can find studies and articles which support both the advantages and disadvantages of forced ranking. Usually when I analysis a complex, emotional topics, I tend to land somewhere in the middle. When I was serving within the military as a commissioned officer we used a forced ranking system to identify officers for promotion and retention and for increased responsibility and potential based on their individual performance. No system for evaluating people is flawless but I did see some benefits to forced ranking, although in the end I feel these benefits are outweighed by the managerial problems...
Words: 972 - Pages: 4
...workers are unsupervised for many hours per day and are often not supervised at all on weekends. Proper supervision and coordination of authority is paramount to improving the existing problem at the Slade Plating Department. These practices also occur because the hourly wage offered is low and the system being used is fairly easy to manipulate. There is no reason that in this modern age of technology employees are so easily able to steal from the Slade Company. Many options exist to this agency that are both inexpensive and cost effective. Modernization or implementation of new video monitoring and/or clock-in/out systems could eliminate the temptation and ability to steal. Within the Slade Plating Department there are some employee conflicts that currently cause tension and decrease productivity. Members of both the Sarto and Clark groups work hard to keep up with high productivity demands. They produce high quality products and are very creative in solving problems. However one...
Words: 2797 - Pages: 12
...The Key to Wal-Mart's Success The Key to Wal-Mart's Success The Key to Wal-Mart's Success In 1962, San Walton founded Wal-Mart in Roger, Arkansas. "As in all things, in our people practices, we take to heart our core belief to strive for excellence. That means constantly looking for ways to improve, whether it's connecting executive compensation to diversity goals or improving the supplier application process. Improving these vital relationships is key to a better Wal-Mart and a better world" (People, n.d., ¶2). The key to Wal-Marts success can be attributed by the way management evaluates performance through motivation, ethics, and conflict management. Applying Motivational Principles Sam Walton had a vision for building a business and four decades later Sam's vision became a successful reality. Wal-Mart's associates have enabled the organization to become the largest retailer in the world consisting of "2,700 Wal-Mart stores, 495 SAM's Clubs and 1,150 international stores currently in operation" (Divisions, n.d., ¶1). Sam's dream of a global retailer also became a reality by meeting the needs of customer's worldwide. The secret to the Sam Walton's success is attributed to the rules and principles that are used to run the organization. Sam Walton used 10 motivational principles or otherwise known as Sam's Rules for Building a Business. The rules have helped the organization focus on the principles used for four decades and are factors of the company's success...
Words: 2538 - Pages: 11
...implementing performance management systems will be explored as well as the specific skills needed by managers and human resource practitioners to address these issues effectively. Performance management systems are important tools and have significant impacts on the overall performance of organisation as well as the development and retention of high-performing and high-potential employees. Before exploring the issues and challenges when implementing performance management systems and identifying the skills required to addressing them, performance management system and process will need to be defined. A performance management system is, ‘the formal, information-based routines and procedures managers use to maintain or alter patterns in organizational activities’ (Simons cited in De Waal 2003, pg. 688). Tovey et al. (2010) describes it as a process that is based on a set agreement between individuals and their managers where a mutual understanding of what needs to be achieved and the standards by which to achieve them exists; aiming to manage and develop people through their day-to-day responsibilities, ultimately contributing to organisational objectives and results. Osmani and Maliqi (2012) refers to it as all the activities that are undertaken to ensure the objectives of an organisation are being met effectively, such as identifying these objectives, the results needed and effective ways and drivers to achieve them. It has also been referred to as talent management or performance...
Words: 2278 - Pages: 10
...culture can impact on the performance of the business: 4 1.3 Discuss the factors which influence individual behavior at work: 4 2. Understand different approaches to management and leadership: 5 2.1 Compare the effectiveness of different leadership styles in different organizations: 5 2.2 Explain how organizational theory underpins the practice of management: 5 2.3 Evaluate the different approaches to management used by different organizations: 6 3. Understand ways of using motivational theories in organizations 7 3.1 Discuss the impact that different leadership styles may have on motivation in organizations in period of change: 7 3.2 Compare the application of different motivational theories within the workplace: 8 3.3 Evaluate the usefulness of a motivation theory for managers: 9 4. Understand mechanism for developing effective teamwork in organizations 10 4.1 Explain the nature of groups and group behavior within organizations: 10 4.2 Discuss factors that may promote or inhibit the development of effective teamwork in organizations: 10 4.3 evaluate the impact of technology on team functioning within a given organization: 11 References: 12 Introduction: Organization is the combination of people for allocating and using specific resources to produce goods and services. Organization can be different types. Producing goods and service may not always the main factor. To identify and understand organization, one must go through the organizational behavior...
Words: 3641 - Pages: 15
...PERFORMANCE MANAGEMENT 1 Objective Objective of this policy is to set a process for managing the performance of the employees so as to achieve the ultimate objective of the organization. By adopting this policy we aim to attain the following objectives: 1 To help employees setting their priorities (objectives) right at the beginning of the year; 2 To align the individual/employees objectives with departmental objectives and the departmental objectives with the organizational objectives; 3 To enable/facilitate evidence based decision making in: a. Determination of compensation packages, wage structure, Salaries adjustment/raises, etc.; b. Employees retention, succession planning, Training &development 4 To identify the strengths and weaknesses of employees to place right men on the right job; 5 To maintain and assess the potential present in a person for further growth and development; 6 To provide a feedback to employees regarding their performance and related status; 7 To improve the working habits of the employees. 2 Scope This policy is applicable to all regular employees of the Organization. 3 Accountabilities 4.1 The Vice Chancellor (VC)/Executive Director (ED) – Based on the five years plan shall ascertain the key result areas for the year. 4.2 Deans shall ascertain their individual faculty’s contribution to achieve the key result areas set by the VC/ED and shall be responsible for the development...
Words: 2938 - Pages: 12
...is a $17 billion unit of General Electric Company (NYSE: GE). Worldwide, GE Healthcare employs more than 46,000 people committed to serving health care professionals and their patients in more than 100 countries. GE Healthcare’s comprehensive product portfolio provides solutions for all care areas in the field of diagnostic cardiology and patient monitoring. As one of those 46,000 employees, my engineering position engages customers in brining local hospital information systems in communication with GE Healthcare cardiology products through IT infrastructure and HL7 (Health Level Seven) programming language. Organizationally, my contribution serves within the America’s Service organization, with an immediate manager, dotted lines to project managers, and other engineering teams. In this large organization, unwillingly the organization is forced into a mechanistic design of bureaucracy, driven by hierarchal processes and systems of management, both people and technology which unless understood seem to lend itself to the inherent leadership styles by managers disenfranchising employees, and ultimately driving down productivity and employee satisfaction....
Words: 3061 - Pages: 13
...Running Head : Conflict Resolution at General Hospital BUS 520: Leadership and Organizational Behavior Strayer University Fall 2010 1. Discuss the conflict that is occurring at General Hospital The conflict that was occurring at General Hospital was the inability of the hospital to control cost which the CEO, Hammer believed that it was caused by physicians. He assumed that physicians didn’t understand, nor were they interested in the role of costs in determining the practicality of hospitals. In so doing, he emphasize further that the lack of concern stemmed from the physicians allegiance to their profession as opposed to the hospitals in which they had patient privileges In addition, the hospital needed improvement from the ongoing performance and the efforts of the cost control led the hospital administration to look for an effective way to tackle planned and unplanned work circumstances. They used a variety of industry specific assessments, without efficiently allocating the management of the company’s resources, which seemed separate. As a result, there was a little coordination between the planning of capital expenditures and the payment of hospital operating costs, in spite of the fact that management bodies were absence for the intended effect of such coordination. Rather than the management involving themselves in setting goals for performance, and periodically evaluating the progress toward achieving these goals as a process that needs to...
Words: 1989 - Pages: 8
