Motivation In The Case Of Technocraft Commerce Essay

Motivation In The Case Of Technocraft Commerce Essay Motivation is a reflection of the reasons why people do things. All behavior has a specific purpose (often several). Motivation can be considered to compromise an individuals effort, persistence and the direction of that effort. It is the degree to which an individual wants and chooses to engage in certain specified behavior. Notably in case study, Technocraft , there was an intrinsic motivation, employees were just motivated by salary, promotion, condition of work etc. It focuses primarily on motivation of the individual in the workplace. It explores the influence of organizational change, communication and conflict on personal motivation. Additionally, concepts such as intrinsic, extrinsic, rewards, personal needs and environmental stimulation are discussed.Thus, motivation had some affect in employees but they are negatively influenced in terms of different factors of an organization. Determination: Construction and culture of the formal organization: The construction or the structure of Technocraft contemplates management model with its functional relationships. The workers in this organization were closely prescribed or were in possession, or we can rather say negative command. This is a mechanistic organization and recurring in nature. According to Drennan 1992-93 culture is how things are done around here. It is what typical of the organization, the habits prevailing attitudes, the grown up pattern of accepted and expected behavior. Like wise, in Technocraft, it matches to role culture because it has gained a combination of size, departmentalization and ordering of activities. Generally, Mr. George, the chairman of the company can be taken as an example that was harsh and gives orders. The culture of the organization needs to be given, importance as the opportunities to learn. 4.2 Management and leadership style: Management is the process of getting things done effectively and efficiently through other people so as in their company. Mr. George Newell, the company chairman managed or organized his employees in a different way. It can be matched with MCGregors theory X because most of the employees did not enjoyed working for Technocraft and just motivated by money but the workers can be categorized or stereotyped in intrinsic motivation ready for challenging job, appreciation and recognition. 4.3 characters: 4.3.1 George Newell: He is the chairman of the company. He views his workers in a negative way and he doesnt recognize his employees. He is an exploitative- autocratic ruler. It matches with contingency style of leadership style rather than trait theory because he does not possess charismatic behavior, self-confidence etc. as we can see he brought Helen, management consultant to solve the problem. Employees were discouraged by his behavior because he promised to give reward for their heroic deeds and efforts but he felt proud by distributing the t- shirts to all the employees. He did not possess a degree of power, influence, responsibility and accountability which should be used in the pursuit of effective leadership performance. One of the Georges problems in the company was high labor turnover and his opinion was that the women had prompted this. As we know, motivation influences in individuals to succeed but he judges performances on the activities of the organization. Likewise, he reprimanded the employees who were late from the lunch, he could have warned them, may be he used this coercive power and this showed the low morale, seniority and distances. He also did the job rotation because he was not satisfied by the Maggies efforts, (the wiring department supervisor). 4.3.2 Helen Mckiernan: (management consultant) She was a management consultant and a very calm nature person. She was brought by the companys chairman to provide a solution of the problem. She mainly focused on the nature of the wiring job because the recruitment procedures were unduly lax. Helen kept in mind that the reason for the job satisfaction might be through informal situations and social side of the work. She analyzed the likes and dislikes of the workers and she found that the chairman was completely wrong about the labor turnover. 4.3.3 Elena and Veronica: (wirers) Both of them were wirers in Technocraft. They had a problem due to inexperience and fear of making a mistake and the problem caused directly from their slow work rate and they need some experienced wirers to correct them. In my opinion, they are in need of on-the job training. 4.3.4 Maggie Francis: (supervisor) Maggie Francis, the wiring department supervisor, who was given responsibility for bringing two women, i.e: Elen and Veronica, up to speed within a specific time. Maggies leadership style fits or matches with her supervising role. She was more understanding in nature. As a theme throughout this book of organization behavior, by Ian Brooks, organization change is particularly worthy of consideration in any discussion of leadership and it matches with consideration category of Blake and Mounton 1964, she was defensive and she was in a job rotation by the company chairman in place of Robert because she was too soft to the employees. 4.3.5. Robert Houlden 🙠 Line Manager) On the basis of Blake and Mounton 1964, managerial grid, in this study there was a concern for production, autocratic and task oriented. He was appointed by chairman to sort out the shirkers in the hope of raising productivity in upcoming future. 4.4 Perception: George style of leadership was like autocratic towards the women. It is some what like coercive power. Although the staff possesses no confidence in their ability, they are in need of a positive motivation. New comers i.e.: Elen and Veronica were in a learning phase. There was no respect for Maggies job as well as womens in the work place. The women were reprimanded by the chairman who could be done in a polite way as well. 4.5 Motivation and shopfloor: The management of conflict in organizations affects the motivation of individuals and groups. According to Schmidt (1974), following empirical research conducted among management executions in USA, revealed both positive and negative effects of conflict. Maggies as a supervisor, the autocratic style of had adverse affect due to the sudden change in leadership.i.e.from wiring department supervisor to packing. Research indicates that conflict can stimulate creative thinking and can inspire people to confront long term problem and explore new approaches. It may also encourage reflection and help people clarify their views and heighten their interest in the task at hand and also test peoples abilities. However, negative effects of conflict can lead to dissatisfaction, demotivation and reduced performance. Schmidt (1974) found that certain people felt defeated by conflict and the consequences would be contactless and leads to suspicion. 5.0 Recommendation: What I can recommend is that the culture of the organization needs to be improved. Combining the two incident, there is a change in the level of output. The women were believed that they are matched with VH Vroom expectancy theory. In the 1st incident, there was a change in job design to fasten up the speed of the employees. He could have said in a polite way to the workers after they returned from their lunch break. This can be a good style of autocratic leader, and some how matches with McGregors X theory and coercive power as well. Finally, in my point of view, the management should be more systematic so that the workers would perform their activities more efficiently and effectively. 5.1 Reconstructing the work force: Reconstructing the shop floor is done for encouraging competition between workers. A group leader role could motivate the work force but Helen, management consultant investigated number of workers about the likes and dislikes of the company and the answers was negative management. So , the managerial practice at technocraft convinced her that the shop floor labor turnover was not only incorrect but actually a part of the problem. However, for better number of employees in the work place, the team should be encouraged and motivated. 5.2 Leadership Style: As in the technocraft everyones complain is towards management. George needs to enhance the considerations of the worker and to think of his employees. I think he lacks the ability to influence a group towards achieving certain objectives. Leadership and responsibility of mangagement should be open and consultative style. It should be implemented on the workers so that they would be motivated by the help of different programme. According to continuum tunnerbaum and Schmidt leadership style there should not tell and sells but there consults and joins in a democratic way. In the company, it matches with autocratic style which sub-ordinates could not use their respective freedom. 5.3 motivating the work force: George should bear in mind or adopt a consultative style which motivates its members, aiming the specific goals. The first two level of needs, salary and job security should be fulfilled by the management inorder to motivate the workforce. It would be the informal group which already exists. It also depends upon Georges perception for the feedback and support. In his opinion, unemployment are well below national average and many women are living with husbands who earned a decent living wage or salary. According to Maslow hierarchical needs, the lower level needs should take precedent, if they were not fulfilled. However, a link between job satisfaction and absenteeism, staff turnover, and the incidence both physical and mental health problems (Schneider, 1984). Furthermore, the model is highly ethnocentric. Finally, applying their theory to the workplace is fraught with difficulties although this theory is intended to be managerial or organizational tool. 5.4 Job Design: According to Herzberg, two factor theory, one of situation matches with the one theory among two:i.e; hygiene and motivators, which is hygiene factors. These methods should help in to participate in decision making. Herzbergs vertical theory has two sides: Dissatisfaction and 2. Extreme satisfaction with the environment, job and the work place. Like wise, the workers at Technocraft also faced the extreme dissatisfaction towards their job and relationship with supervisor was worse. Organization failed to provide adequate hygiene factors which as results, high level of conflict, absenteeism, labor turnover and low general morale was emerged. 5.5 Rewards: There is a difference in the distribution of rewards and the people differ due to the perception. The first is to discover the activities of the shopfloor staff. If there are specific objectives then Management must give response or feedback for the work done. During the productivity drive, George established a program called employee- morale boosting and the program succeeded. Thus, he promised to the employees that they would be rewarded for their efforts but the employees were distressed because there was no bonus payment except few t-shirts with the company logo. As a result, many of the employees resigned and this was the problem aroused in Technocraft which is labor turnover.it also can be compared with goal setting theory of locke. He firstly concentrated on objectives and he doesnt give the rewards. By the behavior of George what we can draw the outline is that he was in lack of morale, unsuitable in the post and the harsh leader. 6.0 Conclusion: In every change effort and programme someone loses or gains. Attention should be pursued for all gainers and losers as well. All change processes and program requires whole -hearted organization, commitment, support with adequate level of resource and time. They key issue for organization to adopt attitudes of flexibility, dynamism, responsiveness and positiveness and the drive is to maximize output and change in resource. So, I have compared this company Technocraft in many different theories. Likewise, in Technocraft, power is ultimately in the hand of single person. Chairman appreciates and consults with the problem of the company. A well planned theme that has been drawn up is loyalty and dedication by the employees and the autocracy by the top level of management. Above all, the role of managers and supervisors must change from the operation of systems and procedures to the development of expertise skills, knowledge and qualities in their people.

The Greater Good of Society Verses Individualism

His ideas off the war state and nature state. He greatly believed in democracy and equality among man. He believed in the three states of Democracy which are: a state of equality, state of liberty, and a state of nature. Locke believed that â€Å"one man comes by a power of another† and in doing so creates a perfect society. Locke's view of society differs from the philosopher Thomas Hobb, but agree with Mill. He believes that a man in his natural state is constricted by laws, but could eventually do whatever he pleases.The state of nature is to ensure safety so the nature of war is ot reached, so no man will step out of his state and threaten another man's state. Also if the natural rights of freedom are broken a state of war is reached. Locke views an individual to be more important than society. Individuals steer the way of which society is going, and where they will go. Because an individuals' creates history, while humanity follows. For example Martine Luther King had one dream, this one man's view and opinion caused an outcry to America for change; and change did come. If individuals state of nature or freedom there will be a state of war among man.In conclusion all three philosophers all had similar ideas. They all believed that an individual is greater than society. But is that necessarily correct. One man is more important than humanity, and humanity is beneath an individual. Mills concept of happiness virtually ruining the good of mankind. While Locke viewed man's safety of their natural state an essential rule of mankind, which prevents the nature of war. The last philosopher Hobbs had an idea that in order for mankind to function, the individual most do two thing. One could together to form a common bound, and two, be completely happy. But who is more important, you or mankind?

The Prevalence Of Tommy John Surgery - 830 Words

The prevalence of Tommy John surgery, reconstruction of the Ulnar Collateral Ligament in the elbow, in Major League Baseball pitchers has been growing significantly over the past fifteen years. This injury results from overuse of the elbow joints as a result of thousands of pitches over many years. According to Liu et al, â€Å"an overall increase occurred in the number of UCL reconstructions performed on MLB pitchers from 1999 to 2014.† No more than fourteen MLB pitchers underwent surgery in any one year between 1999 and 2005, but seven of the next nine years has seen the number surpass this mark, culminating in highs of 35 surgeries in 2012 and 30 in 2014. They also found a revision rate of 13.2% over the same time period, meaning that roughly one in eight pitchers who undergo Tommy John surgery once will likely require it at least one more time in their career. Furthermore, the total number of revisions from 2012 to 2014 (21) exceeds the total number of revisions from 2003 to 2011 (20) with no signs of this trend slowing down. This is significant because while receiving Tommy John Surgery once is not necessarily career-threatening like it once was, receiving it more than once is far more likely to be so. According to doctors at Henry Ford Hospital, among pitchers who received the surgery more than once, only 65% returned to the MLB in any capacity and none of those pitchers were pitching more than three years after coming back (Verducci, Sports Illustrated). While the rate ofShow MoreRelatedEstee Lauder Inc.9371 Words   |  38 Pagesadd color and cover skin imperfections. Buyers wanted products to contain ingredients such as sunscreens and emollients to nourish and protect their skin. * Growing popularity of cosmetic surgery: Beauty consumers are increasingly taking refuge in new technologies such as advanced dermatology, cosmetic surgery, hair and organ transplant and other treatments to enhance their beauty. This could reduce dependence on traditional beauty aids. | Technological | * Utilization of information systemsRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagesmarketing and sales staff. More than one hundred instructors reviewed parts or all of Organizational Behavior, Fifteenth Edition. Their comments, compliments, and suggestions have significantly improved the final product. The authors wish to thank John D. Kammeyer-Mueller of the University of Florida for help with several key aspects of this revision. The authors would also like to extend their sincerest thanks to the following instructors: Lee Boam, University of Utah Andres Johnson, Santa ClaraRead MoreFundamentals of Hrm263904 Words   |  1056 PagesResource Management Tenth Edition David A. DeCenzo Coastal Carolina University Conway, SC Stephen P. Robbins San Diego State University San Diego, CA Tenth Edition Contributor Susan L. Verhulst Des Moines Area Community College Ankeny, IA John Wiley Sons, Inc. Associate Publisher Executive Editor Senior Editoral Assistant Marketing Manager Marketing Assistant Production Manager Senior Production Editor Freelance Development Editor Senior Designer Interior Design Senior Media Editor

Mexicos 31 States and Single Federal District

Mexico, officially called the United Mexican States, is a federal republic located in North America. It is south of the United States and north of Guatemala and Belize. It is also bordered by the Pacific Ocean and the Gulf of Mexico. It has a total area of 758,450 square miles (1,964,375 sq km), which makes it the fifth-largest country by area in the Americas and the 14th largest in the world. Mexico has a population of 124,574,7957  (July 2017 estimate). Its capital and largest city is Mexico City. Its the 10th-largest country in the world by population, and Mexico City, when you take the entire metro areas population into account, is fifth in the list of the most populous of the world. Its in the top 25 when you use just the city proper. How Is Mexico Broken Up? Mexico is divided into 32 federal entities, of which 31 are states and one is a federal district. The following is a list of Mexicos states and federal district arranged by area. The population (as of 2015) and capital of each have also been included for reference. Federal District Mexico City (Ciudad de Mexico or formerly, Mexico, D.F.) Area: 573 square miles (1,485 sq km) Population: 8.9 million (21.581 million  in the greater metropolitan area) This is a separate city from the 31 states, similar to Washington, D.C. in the United States. Chihuahua Area: 95,543 square miles (247,455 sq km) Population: 3,569,000 Capital: Chihuahua Sonora Area: 69,306 square miles (179,503 sq km) Population: 2,874,000 Capital: Hermosillo Coahuila de Zaragoza Area: 58,519 square miles (151,503 sq km) Population: 2,300,000 Capital: Saltillo Durango Area: 47,665 square miles (123,451 sq km) Population: 1,760,000 Capital: Victoria de Durango Oaxaca Area: 36,214 square miles (93,793 sq km) Population: 3,976,000 Capital: Oaxaca de Juà ¡rez Tamaulipas Area: 30,956 square miles (80,175 sq km) Population: 3,454,000 Capital: Ciudad Victoria Jalisco Area: 30,347 square miles (78,599 sq km) Population: 7,881,000 Capital: Guadalajara Zacatecas Area: 29,166 square miles (75,539 sq km) Population: 1,582,000 Capital: Zacatecas Baja California Sur Area: 28,541 square miles (73,922 sq km) Population: 718,000 Capital: La Paz Chiapas Area: 28,297 square miles (73,289 sq km) Population: 5,229,000 Capital: Tuxtla Gutià ©rrez Veracruz de Ignacio de la Llave Area: 27,730 square miles (71,820 sq km) Population: 8,128,000 Capital: Xalapa-Enriquez Baja California Area: 27,585 square miles (71,446 sq km) Population: 3,349,000 Capital: Mexicali Nuevo Leà ³n Area: 24,795 square miles (64,220 sq km) Population: 5,132,000 Capital: Monterrey Guerrero Area: 24,564 square miles (63,621 sq km) Population: 3,542,000 Capital: Chilpancingo de los Bravo San Luis Potosà ­ Area: 23,545 square miles (60,983 sq km) Population: 2,724 Capital: San Luis Potosà ­ Michoacà ¡n Area: 22,642 square miles (58,643 sq km) Population: 4,599,000 Capital: Morelia Campeche Area: 22,365 square miles (57,924 sq km) Population: 902,000 Capital: San Francisco de Campeche Sinaloa Area: 22,153 square miles (57,377 sq km) Population: 2,977,000 Capital: Culiacan Rosales Quintana Roo Area: 16,356 square miles (42,361 sq km) Population: 1,506,000 Capital: Chetumal Yucatà ¡n Area: 15,294 square miles (39,612 sq km) Population: 2,102,000 Capital: Mà ©rida Puebla Area: 13,239 square miles (34,290 sq km) Population: 6,183,000 Capital: Puebla de Zaragoza Guanajuato Area: 11,818 square miles (30,608 sq km) Population: 5,865,000 Capital: Guanajuato Nayarit Area: 10,739 square miles (27,815 sq km) Population: 1,189,000 Capital: Tepic Tabasco Area: 9551 square miles (24,738 sq km) Population: 2,401,000 Capital: Villahermosa Mà ©xico Area: 8,632 square miles (22,357 sq km) Population: 16,225,000 Capital: Toluca de Lerdo Hidalgo Area: 8,049 square miles (20,846 sq km) Population: 2,863,000 Capital: Pachuca de Soto Querà ©taro Area: 4,511 square miles (11,684 sq km) Population: 2,044,000 Capital: Santiago de Querà ©taro Colima Area: 2,172 square miles (5,625 sq km) Population: 715,000 Capital: Colima Aguascalientes Area: 2,169 square miles (5,618 sq km) Population: 1,316,000 Capital: Aguascalientes Morelos Area: 1,889 square miles (4,893 sq km) Population: 1,912,000 Capital: Cuernavaca Tlaxcala Area: 1,541 square miles (3,991 sq km) Population: 1,274,000 Capital: Tlaxcala de Xicohtà ©ncatl Sources North America:: Mexico. The World Factbook, Central Intelligence Agency, July 24, 2019.