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Contemporary Organisations | Reliable Papers

Contemporary Organisations | Reliable Papers

Welcome to Management, People and TeamsManagement, People & TeamsTrimester 1, 2021Module 1:The Role of Management In ContemporaryOrganisationsTopic 1.2: Motivation, Influence and PowerMotivation Is . . . ?Motivation Theories and models Stone, R. (2014) Human Resource Management, 8th edn, John Wiley and Sons Inc• Content – factors that initiate employee behaviour• Maslow’s hierarchy of needs• Herzberg’s two-factor theory (hygiene factors & motivators)• Hackman-Oldham Job Characteristics model (skill variety, task identity, task significance,autonomy, feedback• Process – thought processes employees follow• Vroom’s expectancy theory• Equity theory – comparing self to others• Reinforcement theory• Varying uses of rewards and punishment5Relationship between the major Needs theories

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A Comparison of the Content Theories [Image]. (n.d.). Retrieved from http://slideplayer.com/slide/9547011/30/images/24/A+Comparison+of+the+Content+Theories.jpgSomething to Think About• Think of a situation in which you where highly motivated to dosomething• Explore what created this motivation• What theory might this be consistent with• Is this typical of how you are motivated in other situationsHow you can impact other people’s motivationPlease take time to watch the video from Dan Pink in your resources for module 1.2https://www.youtube.com/watch?v=u6XAPnuFjJc• Economic Behaviour – Financial Rewards andPunishments (carrots and sticks)• Financial rewards ok for basic tasks/mechanical• When rudimentary cognitive skill required.Financial incentives are de-motivating• Seemed contrary to basic economics• Indian study. People offered highest rewardsdid worst of all• Highest incentives led to worst performance• Conceptual/complicated tasks – money doesn’tmotivate• There is a minimum needed to be paid• 3 things lead to higher performance:• Autonomy – self directed• Mastery – desire to get better• Purpose• People are doing more complicated tasks• Includes a good example (fun meeting/day ofautonomy)Drive: The surprising truth about what motivates usPower And InfluencePower is . . .• The force that influences outcomes• coercion, manipulation, authority, persuasion and influenceManagers use their power to:• Acquire resources and influence decisions• Control staff• Transfer power to staffIndividual Power BasesAs proposed by French, J.R.P. and Raven, B. (1959), “The basis of social power“Positional• Reward• Coercive (real or perceived)• LegitimatePersonal• Referent• Expert• Informational / Knowledge• Connection * •GIANG V. (2013) “The 7 Types Of Power That Shape The Workplace” Business Insiderhttps://www.businessinsider.com.au/the-7-types-of-power-that-shape-the-workplace-2013-7?r=US&IR=T • Rachel E. Sturm, R. and Antonakis, J. 2014. Interpersonal Power: A Review, Critique, and Research Agenda. Journal ofManagement 41, (1), 136 – 163 Retrievedfrom http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=bsu&AN=99946157&site=ehost-livePower Dynamics Influenced By•Culture (national and organisational)•Social relationships (may cause conflict)•Technology (access to information)•Generational dynamicsConsider researching this article by Orta, S. I. (2015) “Dynamics of Power in the Workplace” Journal ofAlternative Perspectives in the Social Sciences, Volume 6 No3,333-342What power bases do you have?When and how do you use them?What are you doing to develop your power?Take Time to ReflectBetween Now and Next Class1. Complete reading of Module 12. Read ahead to Module 23. Complete the module activities Module 1 and Module 2 – Activity 2.1Communication Skills Assessment (journal questions )4. Your assignment should be underway – due Friday 5 March5. Contribute to discussion forums

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