Abstract This study aims to advance our understanding of motivation at work and examines its effects on intrapraneurship and competitive performance in the high tech companies by reinterpreting the existing literature regarding motivation and conducting an empirical study to see the relationship. 1. Motivation in the Workplace 1.1. Work Motivation 1.2.1. Its Definition and Importance Motivation, in its broadest sense, is the force that drives behaviour. It is the act
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Running head: Rapfael Whiteside, THE FORMATION OF GROUPS & TEAMS The Formation of Groups & Teams Rapfael Whiteside Embry Riddle Aeronautical University MGMT 317 Organizational Behavior 01 December 2010 In this paper I will explain how and why teams and groups are formed, the different types of groups and effectiveness of work groups. The process of a group activity is the interaction
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improve their leadership skills in such areas as productivity,handling employee conflict,performance improvement,delegation and overcoming resistence risk or problems. * Reflection It is the extension of good listening skills to be able to develop the ability of reflect words or thinking.A manager should hear its employee own thoughts or focus on what they say or feel.With that , an employee
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Leadership and Motivation: a Practical Analysis Leadership Project Paper within: LEADERSHIP Authors: ALAURENT, Hervé HARRINGTON, Jaclyn KUPKE, Nils VACHEVA, Desislava WALACH, Joey Tutor: BRUNDIN, Ethel Jönköping December 2008 Table of Contents 1 Abstract 1 2 Introduction 1 2.1 Purposes 1 2.2 Mica’s perspective on Motivation 2 3 Transformational Leadership 2 3.1 Leadership and Temperament Congruence 3 4 Need Theory 4 5 Expectancy Theory 7 6 Conclusion
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INTRODUCTION: Leading is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Leading is said to be the heart of management process. Planning, organizing, staffing has got no importance if leadership function does not take place. Leading initiates action and here actual work starts. Leadership is said to be consisting human factors. In simple words, it can be described as providing guidance to workers is doing work
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term paper on “Type A personality and occupational stress” to fulfill our MGT 251 course requirement. We include 10 respondents personality of Bank Asia Limited and find out the relation among personality, stress and job performance. In working environment there may be various job related stress. Personality affects the stress. Because the ability of adopt with the level of stress depends on the Type of Personality. And the level of stress affects the employee’s performance. 1.2 Objective of
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and Management: A Look into Different Styles and Theories Jamie McCreery Fort Hays State University Abstract Different leadership and management styles affect and motivate individuals differently and directly impact successfully achieving organizational goals within the group. This paper discusses the different styles seen as well as the theories, characteristics and pros/cons of each style and theory. Keywords:leadership style and theory, management
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by planning work activities early and when means and ends are made clear through planning, inefficiencies can be eliminated. Set standards in controlling by developing goals and plans. Actual performances are compared with goals through controlling and correct actions are taken. Planning and performance resulted in positive relationship which produce high profits for the company. The combination of planning and implementing results in better yields. Sometimes environmental factors such as government
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PULSE OF OUR STAFF 5 2.4 MOTIVATION & JOB SATISFACTION 6 2.5 PROMOTING ORGANIZATIONAL COMMITMENT 8 3. TOPIC 2 – DEVELOPING MANAGERIAL SKILLS & PRACTICES 9 3.1 THE IMPORTANCE OF INTERPERSONAL BEHAVIOR 9 3.2 BUILDING A CULTURE OF TRUST 9 3.3 PROMOTING ORGANIZATIONAL CITIZENSHIP BEHAVIOR – A PASSION FOR PERFORMANCE 10 3.4 CAREER DEVELOPMENT 10 3.5 ORGANIZATIONAL COMMUNICATION 11 3.6 TEAMWORK 13 4. TOPIC 3 – DEVELOPING LEADERSHIP SKILLS (C.11-14) 14 4.1 ORGANIZATIONAL LEADERSHIP 14 4.2 CULTURE
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from non-managerial employees? A – Managers differ from non-managerial employees in the sense that they are responsible for coordinating and overseeing the work of their subordinates (who maybe non-managerial or managerial) so as to ensure the organizational goals are met. Non-managerial employees however are only responsible for the task(s) assigned to them. b) Describe how to classify managers in organizations. A – Managers can be classified in to * First-line managers: - Individuals who
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