ACKNOWLEDGEMENTffffff I would like to express my sincere gratitude to the Almighty God for being with me and taking me throughout the research period and for his guidance and strength that he gave me to overcome all the difficulties. I would also wish to greatly thank my supervisor Mrs Yunia Miyayo for the dedication and commitment she has demonstrated as I sought her assistance on my research work. I am also thankful to Mr. Omondi Richard for his time and relentless dedication in order to
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Final Report MGT321 (Organizational Behavior) Section: 10 Chapter: 06 Motivation Concepts Prepared By: Prepared For: 1. Nusrat Sababa Shamma ID: 083425030 Md Mujibul Hoque ………………………………. 2. Nazratun Sururan Shahrin ID: 0910029030 Faculty of ……………………………….
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Article Subject Terms: *CREATIVE ability in business *MANAGEMENT styles *BUSINESS planning *MANAGEMENT science *EMPLOYEE motivation *PSYCHOLOGY, Industrial *INCENTIVES in industry *WORK environment *QUALITY of work life *SUPERVISION of employees Abstract: The article addresses the topic of business creativity, its benefits, and how managers can inspire it. The author's research shows that it is possible to develop the best of both worlds: organizations in which business imperatives are
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known as the “punishment and obedience” stage. Here people are put in scenarios where they are trying to avoid punishment both mentally and physically. Here what people ask themselves is “what must I do to not get punished.” An example of this stage can be illustrated by a Nazi soldier during the time of the holocaust. Here the soldier is ordered to kill his friend who happens to be of Jewish faith, now the soldier needs to decide whether he needs to kill his friend to avoid punishment or to stand
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“Standards and Effects of Employee Satisfaction I N T E R N S H I P R E P O R T A x i a t a L i m i t e d ” “Standards and Effects of Employee Satisfaction I N T E R N S H I P R E P O R T A x i a t a L i m i t e d ” I N T E R N S H I P R E P O R T ON “Standards and effects of Employee Satisfaction At A x i a t a L i m i t e
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INSTRUCTOR’S RESOURCE MANUAL CHAPTER TWO The Organizational Context: Strategy, Structure, and Culture To Accompany PROJECT MANAGEMENT: Achieving Competitive Advantage By Jeffrey K. Pinto CHAPTER TWO PROJECT PROFILE: Project Management Improves Lenovo’s Bottom Line INTRODUCTION 2.1 PROJECTS AND ORGANIZATIONAL STRATEGY 2.2 STAKEHOLDER MANAGEMENT Identifying Project Stakeholders Managing Stakeholders 2.3 ORGANIZATIONAL STRUCTURE
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a model which shows that job satisfaction, employee motivation and employee involvement (independent variable) has an impact on employee turnover (dependent variable). Hence the purpose of this research will be, firstly getting the perception of employees at work by conducting semi structure interviews as an instrument of data collection to explore the effect of Job satisfaction, employee motivation and employee involvement on employee turnover. Secondly semi structure interviews will be further used
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Author(s) Degree programme and option Anna Salanova, Sanni Kirmanen Name of the bachelor's thesis Business Management Employee Satisfaction and Work Motivation – Research in Prisma Mikkeli Abstract Human Resource Management is getting more important in the business nowadays, because people and their knowledge are the most important aspects affecting the productivity of the company. One of the main aspects of Human Resource Management is the measurement of employee satisfaction. Companies
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to be effective in their jobs. Organizational behavior (OB) is a field of study that investigates the impact that individuals, groups, and structure have on behavior within an organization, and then applies that knowledge to make organizations work more effectively. Specifically, OB focuses on how to improve productivity, reduce absenteeism and turnover, and increase employee citizenship and job satisfaction. OB studies three determinants of behavior in organizations: individuals, groups, and structure
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mainly two types of leadership: transactional and transformational leadership. Transactional leadership is mainly based on the transaction between leaders and their followers. Bass described four components of transactional leadership: Contingent reward, Active management by exception, Passive management by exception and Laissez-Faire leadership (1997). Transformational leadership focuses mainly on inspiring and stimulating the followers. Transformational leadership contains also four components:
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