| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "MOTIVATION MANAGEMENT": |
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Motivation Management, 2004.
This paper discusses motivation management, the management of human capital, which is the most critical element for the success of the organization.
3,005 words (approx. 12.0 pages), 16 sources, APA, $ 88.95
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Abstract
This paper explains that organizations use various methods to motivate their employees, based on three major theories of motivation: satisfaction; incentive; or intrinsic theories. The author points out that organizations generally are reactive rather than proactive when dealing with employees and their grievances. The paper stresses that job enrichment has to be a constant process and has to be communicated effectively to all members in the organization.
From the Paper
"All organizations strive to create an environment of mutual respect, encouragement and teamwork?an environment that rewards commitment and performance. In the current market place, the employers have expectations of the type and nature of work that they expect their employees to perform. In return, the employee expects to earn sufficient money to maintain his or her standard of living, create savings and maintain a retirement plan. An individual also has the same expectations of wealth and personal success that any organization has. An environment, which is responsive to the needs of the employees and their families can also provide a more stable and trust worthy workplace for an employee. Mutual respect, dignity of the individual, and respect by the individual are a few of the methods employed."
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Motivation in Management, 2002.
This paper discusses how levels of management enforce and motivate lower level employees.
1,900 words (approx. 7.6 pages), 8 sources, $ 71.95
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Abstract
This paper examines motivational theory within the workforce and how a manager of whatever level can use the process to his or her advantage. The author reviews the use of information systems to provide a level of communication between levels of manager and employees.
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Management Motivation, 2002.
A review of the different styles of management used to motivate and encourage workers.
6,226 words (approx. 24.9 pages), 49 sources, MLA, $ 145.95
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Abstract
This paper?s focus is on the motivational process in an organization; the different leadership styles that an organization can operate under, and how these styles affect the organizational commitment, and ultimately the productivity of an organization. The paper includes graphs and charts which demonstrate the various methods employed by managers. The paper examines a system of leadership measurement which is broken down into the following three categories.
1)Transformational leaders are those who guide followers in the direction of established goals by clarifying role and task requirements.
2)Transactional leaders hold a view of their tasks as a transactional process whereby leaders respond to subordinates' basic lower level and security needs.
3)Laissez-Faire Leaders exercise little control over his / her group, leaving them to sort out their roles and tackle their work, without participating in this process himself.
From the Paper
"This motivational responsibility for managing and motivating the organizations staff is measured on two scales simultaneously. The everyday, black and white measurement of ?how many widgets did the company produce today? is the final measurement of an organization's effectiveness. But arriving at that goal involves the second measurement of how satisfied, committed and productive its people are. By executing the correct motivational action, an organization can essentially operate smoothly and efficiently. However, a mistaken used of motivation in an organization can lead to a much different outcome."
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Sales Manager Motivation, 2004.
A research report to examine whether remotely-based sales managers are more motivated and effective than branch-based sales managers.
10,700 words (approx. 42.8 pages), 43 sources, APA, $ 212.95
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Abstract
With internet technology allowing for easy communication between remote locations, telecommuting becomes a feasible option for many organizations. Telecommuting is also becoming a popular option for employees, with this method of working allowing for better management of work and family demands, greater flexibility in time management, and fewer of the stresses that are associated with the work environment. This paper shows that, in theory, it appears that telecommuting is an option that is beneficial to all concerned. However, telecommuting does not always provide the many benefits expected. This paper considers and compares the option of remotely-based sales management to branch-based management, point-by-point, and the overall benefits of each are discussed. This research report determines the motivation and effectiveness of telecommuting workers and non-telecommuting workers. The study looks specifically at sales account managers employed by G.E. Capital, with the information obtained used to determine whether account managers based remotely are more motivated and effective than those who are branch-based. When overall motivation levels of the two working options are compared, remotely-based sales account managers are found to be more motivated and effective than branch-based sales account managers.
Table of Contents
Introduction
Research Objectives
Scope and Limitations
Research and Methodology
Definition
Hypotheses
Hypothesis Number One
Hypothesis Number Two
Hypothesis Number Three
Motivators
Employee Motivators
Company Motivators
Negatives for the Company
Negatives for the Employee
Telecommuting Background
New Paradigms
Factors Influencing the Leap to Cyberspace
Results of all these Factors
The Downside Risks
Training for Success
Developing Successful Telecommuting Arrangements
Telecommuting Satisfaction
Supervisory Support
Child Care
Family Disruptions
Life Satisfaction Factors
Conclusion
Appendix A: Tips for Smoothly Implementing a Telecommuting Program Appendix B: Ground Rules for Successful Telecommuting
Appendix C: Tips for Making Telecommuting Productive
From the Paper
"In fact, some companies are using electronic check-in procedures. In the United States, the federal government?s General Services Administration (GSA), the government?s office and telecommunications supply service, has implemented a plan in which employees can telecommute by using any of 17 office stations closer to their homes than the Crystal City, Virginia, main site. Workers using the system have reported more time and less stress in their lives. They also feel they are more productive. It is easy for supervisors to verify such claims. In the Nilles-type scenario, when workers arrive, they swipe a magnetic card through a scanner to enter the center. When workers reach their workstations, they type in several passwords to access personal telework centers and the GSA computer accounts they need."
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Management and Operations Management Theory, 2006.
A look at the four functions of management and the operations management theory.
1,147 words (approx. 4.6 pages), 3 sources, MLA, $ 39.95
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Abstract
The functions of management and operations management go hand in hand. This paper defines the four functions of management - planning, organizing, leading (motivating) and controlling, together with the operations management theory. It then provides an analysis of how the functions of management affect the operations management.
Outline
Abstract
The Four Functions of Management
Operations Management Theory
Impact of Management Function on Operations Management
Conclusion
From the Paper
"As the goal of organizing is to produce better results, similarly leading or motivating is necessary for an organization to extract maximum performance out of the workers. With appealing incentives, workers would work honestly and put in their best. This in turn would save the company time and there would be a complete control of the managerial department over things like production control and quality control. When an employee is rewarded for work hard done, then it is only natural that they would put in the most effort. An employee would by nature be well-organized thus bringing the load off the managerial department as far as quality control is concerned. It would also give a higher rate of production and an organization can comply with increasing demands."
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An Analysis of Cross-Cultural Management Issues, 2007.
Motivation management in the cross-cultural setting of Asian expatriate employees in a Norwegian workplace.
17,939 words (approx. 71.8 pages), 73 sources, MLA, $ 249.95
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Abstract
In an increasingly globalized marketplace, it has become more important than ever to recognize the fundamental differences required to effectively manage people from different cultures. Because organizations are comprised of people, the accomplishment of any organizational goal will require the cooperation and commitment of people who may be from drastically different walks of life who hold divergent worldviews. This study seeks to better understand these issues through a critical review of the relevant literature and a cultural survey of Asian expatriate employees assigned to major Norwegian industry. The results of the review and survey clearly indicates the need for management styles that recognized these cultural differences. The research also suggests that many managers of multicultural organizations today may be overlooking an opportunity for improvement by ignoring these cultural realities, and in some cases these omissions may spell the difference between success and failure of the organization. A summary of the research, relevant conclusions and timely recommendations concerning cross-cultural management issues are provided in the concluding chapter.
Table of Contents
Abstract
Chapter 1: Introduction
Statement of the Problem
Purpose of Study
Importance of Study
Overview of Study
Chapter 2: Review of Related Literature
Background and Overview
The Company and Setting
The Resource Based View
Cross-Cultural Management
Motivation Management
Commitment and Psychological Contract-Norwegians and Asians
Chapter 3: Methodology
Description of the Study Approach
Data-gathering Method and Database of Study
Chapter 4: Data
Chapter 5: Analysis of Data/Results
Chapter 6: Summary, Conclusions and Recommendations
From the Paper
"The topic to be explored in this study concerned motivation management in a cross-cultural setting. To accomplish this investigation, a critical review of the peer-reviewed, scholarly and organizational literature will be followed by an analysis of how well a Norwegian organization manages expatriate employees from Asian countries in its domestic headquarters. It is reasonable to assume that people with the same cultural background will be able to better understand and appreciate the subtleties involved in human communication and those from diverse and different backgrounds will experience some problems. Furthermore, people with different worldviews may have trouble comprehending cultural concepts of others."
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Sales Management and Strategies, 2006.
A look at strategies that sales managers can use to properly motivate and manage salespeople in the field.
984 words (approx. 3.9 pages), 4 sources, APA, $ 34.95
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Abstract
This paper describes three popular ways that sales managers are using to monitor and control the daily activities of their subordinate salespeople in the field. The paper explains that these methods encourage sales staff to target specific clients rather than extend a wide reach of cold calls, stress solutions to specific customer problems, generate demand by highlighting specific customer problems and establish sales employee incentives on long-term performance rather than short-term sales.
Table of Contents
Saving Time by Segmenting the Market
Problem-Solution
Motivating the Staff on a Long-Term Basis
From the Paper
"Mark Hendricks in Entrepreneur magazine recently noted the increased popularity of 'time management' sales strategies in a less sales-friendly market. Using segmented and targeted research while deploying salespeople stragetically, hiring more of salepeople in general to target different market segments, "and investing more in training, supervision and technology to support sales," is now a popular managerial technique. This 'time management' strategy, or time compression, was born of an economic enviroronment boasting "savvier but less patient customers" and "the availability of more but sometimes less qualified candidates for sales jobs." (Hendricks, 2002, p.1) For instance, phamecutical companies like Pfizer now often have more drug representatives with fewer drugs under their care, and specific staff that highlight doctor's offices, while other salespeople market different products or different doses of drugs or sales packages to hospitals."
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Understanding and Implementing Motivation Successfully, 2006.
This paper provides ideas and analysis of how to be better managers to employees in order to motivate them to do a better job.
5,003 words (approx. 20.0 pages), 9 sources, MLA, $ 126.95
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Abstract
In this paper the author recommends ways of how to motivate employees and managers to do a better job. He clearly states that motivation is something that comes from within but that through training, managers can learn to be effective motivators by adjusting their managerial style to the needs of their employees. The author analyzes various areas of management, and looks at how to teach managers to use specific approaches that will motivate individuals, instead of making the mistake of targeting an entire workforce in the same manner. The paper offers different methods of motivation that can be used. The author concludes that many of the motivation problems in companies are not caused by the deficiencies of individual employees, but by expecting people to excel in tasks requiring qualities they just don't have.
Table of Contents
The Bell Shaped Performance Curve
How Has the Bell-Shape Curve Formed?
Benefits Gained By Understanding Employee Motives
Winner's Motives- Accomplishment Motive and Power Motive
Survivors' Motives
Security Motives
The Dependency Motive
The Conformity Model
Comfort Motive
Fairness Motive
The Friendship Motive
Motivating Employees toward Change
Motivating an Employee with a Performance Problem
Motivation & Goal Setting
The Importance of Having a Dream
Setting the Goals
Setting Objectives
Policies Leading to Effective Motivational Systems
Summary
From the Paper
"People with a strong dose of the friendship motive spend a lot of time doing favours for people and trying to be popular. Their underlying motive is to make their private world as safe as possible by eliminating the possibility of adversaries. People with this motive don't mind being manipulated, and dislike disappointing people. For this reason, they do not excel in leadership roles-to keep employees happy they will make all kinds of exceptions to rules and give extra favours. This will result in a loss of discipline and productivity in the workforce. Motivating this group requires little effort since they are so eager to please. In managing this group, managers must be careful not to show undue favouritism towards them since they are so pleasing. It must be ensured that other subordinates do not conclude that they are an easy mark for a flatterer. The best way to keep this group motivated (and unagitated) is to speak to them in terms of continuing employment, i.e. if they continue doing a good job for you, you'll continue doing your best for them."
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Performance Management, 2004.
A discussion of the theory and practice of performance management motives.
1,771 words (approx. 7.1 pages), 2 sources, MLA, $ 57.95
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Abstract
This paper demonstrates how organizations have to put enormous effort to motivate their employees and staff to recognize organizational goals. It examines how performance management can be acquired mainly through trial and error, just where the limits of the controllable accomplishments lie. It looks at how the four most reliable earmarks of strong performance management motives are setting hard but achievable goals, following them persistently, resuming the cycle whenever a goal is attained, and hunting for dependable signs that the path will achieve success.
Outline
Introduction
Beware of Bogus Motivation
Pumping Up Enthusiasm
Making People Happy
Motivational Cookbooks
Motivating with Bribery
The Real World
Communication is a Vital Asset
Conclusion
From the Paper
"The second fake procedure of the word motivation connects it with paternalism, kindness, and generosity. Employers now and then give people plenty of things that they like in anticipation of getting a quid pro quo. This is the Santa Claus manner to motivate people: if a manager showers his employees with goodies, conceivably they will do a little labor for him in exchange. For instance, if the manager provides posters, picnics, discounts, as well as dinners, finance cafeterias and managers who have been to charisma school. The manager provides company newspapers, as well as magazines, softball teams and bowling leagues, as well as even Christmas parties for the children. The proposal is to make work enjoyable (Bernardin & Beatty, 1994)."
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Effective Management, 2002.
An overview of the effective management of motivation.
1,900 words (approx. 7.6 pages), 5 sources, $ 71.95
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Abstract
This paper will analyze a key factor in managing effectively-motivation. Through the studies of several theories of motivation, this paper will illustrate the importance of this factor in successful organizations.
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Motivation, 2007.
A look at the theories behind what makes employees perform.
5,870 words (approx. 23.5 pages), 15 sources, MLA, $ 140.95
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Abstract
This paper discusses how the most challenging continual responsibility for any manager is the motivating of employees. It looks at how the challenges of doing this well have been exacerbated by the expectations of what many employees expect in terms of both extrinsic and intrinsic rewards from work, including the opportunity to align their personal passions with those of their professions. The intent of this paper is to review the dominant theories and models of motivation, and explain how each can be used for creating motivational strategies that make sense for the specific needs of employees. Included is an assessment of change management strategies organizations use to better handle the transitions from one strategy to another, and as is often the case, from one organizational structure to another.
Outline:
Abstract
Review of Motivational Theories
Maslow's Need Hierarchy
McClelland's Learned Needs Theory
Vroom's Theory
Adams's Theory
Skinner's Theory
Herzberg's Motivation-Hygiene Theory
Analyzing Herzberg's Motivation Hygiene Theory
Hertzberg's Model of Two Needs
Creating Strategies Based on Hygiene Factors in an Organization
Creating Motivation Strategies in Organizations
Making Job Enrichment Work
Keeping Motivation Focused While Managing Change
Overview of the DICE Model
Managing Motivation Where the Only Constant is Change
From the Paper
"Herzberg (1968) distinguishes between movement and motivation. When a task is completed so the person can obtain their compensation, the person has only moved. As long as there is remuneration, the person will move, but if the remuneration dries up, the movement will also stop. Herzberg makes the assumption that motivation includes commitment and enjoyment of the work or task at hand. Motivation is therefore an internal process that gets activated by a need or a motive. Herzberg's delineation of these two types of motivation elements is quite different than other theories that focus first on the environment and surrounding factors in addition to the inherent nature of the work. The analysis and explanation of external factors and the broader environment also play a role in Maslow's Hierarchy of Needs. "
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Leadership & Management, 1997.
Examines qualities which distinguish leader from manager & the need for both: motivation, vision, core ideology, co. goals & strategy.
1,575 words (approx. 6.3 pages), 4 sources, $ 55.95
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From the Paper
"Introduction
What sets leaders apart from managers, and why is it that some companies are able to undergo significant transformations while maintaining their essential success? These are the questions that Collins, Porras and Nanus take on in an article and book concerned with visionary leadership. By analyzing how leaders build visions, and how companies implement those visions, the authors hope to help individuals and companies achieve greater success in their endeavors.
Traditional Leadership
Traditionally, successful organizations have a combination of leaders and managers at each level. Leaders provide the vision and the overall mission that the organization strives to achieve, while managers administrate the day-to-day activities that help achieve the .."
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Budgets and Motivation, 2007.
This paper explores whether budgets motivate staff that work within an organization.
3,320 words (approx. 13.3 pages), 18 sources, MLA, $ 94.95
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Abstract
The paper explains that a budget is an essential part of the functioning of an organization. The paper further discusses how today, the better management is able to keep its employees motivated and satisfied, the better it is able to retain its valuable workforce, thereby saving large amounts of money that it would otherwise have to expend on the recruitment and hiring process. The paper shows how an aware and alert management would be able to assess and analyze the needs of its employees and conceive of appropriate motivational plans and ideas. These ideas need not be implemented at great cost to the company; they may come well within the budget.
Table of Contents:
Introduction
Budgets and Employee Motivation
Role of Management in budgeting to motivate its employees
Conclusion
From the Paper
"A budget may be understood as a 'road map to profit', without which the company may have to face losses. A budget would allocate money, and it can be defined as a very realistic projection of what the employer expects to receive, in return for what he is ready to spend. In general, a budget can be formed from averages; an employer must be able to budget for a reasonable period of time, and therefore, be able to control costs, and perhaps increase revenues. (The Profit puzzle: Finance, Budget) The basic meaning and function of a budget that would motivate an employee is that it must meet the various priorities of the organization, while at the same time exercising spending restraint. (Meeting the priorities of the nation while achieving spending restraint)."
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Employee Motivation, 2006.
A discussion of F. Herzberg's theory of employee motivation and how it relates to good management.
2,935 words (approx. 11.7 pages), 7 sources, APA, $ 86.95
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Abstract
This paper presents an overview of F. Herzberg's theory of employee motivation, detailing Herzberg's factors-attitude-effects complex approach to studying the topic, his two-factor theory and his differentiation between motivation and movement. The paper further explains how Herzberg's theories of employee motivation are relevant to all types of business management and, in particular, the hotel industry where motivation of employees is especially important.
From the Paper
"Herzberg conducted his test by asking unrestricted questions explicitly concerning an employee's experiences at specific times when he or she felt more positive or negative about their work than ordinarily. Instead of the method of grading previously conceived and prepared motives that are restricted by researcher. The dialogue was partially controlled with some questions formed the starting point of the analysis and the interviewer was at liberty to follow other methods of questioning. Herzberg's rationale of this dialogue on attitude was to evaluate the necessity of attitude as a beginning point of his two factor theory and to demonstrate his method of examination and study of motivation and hygiene factors. Two different lists of reasons showed connections to tasks, while the other was mainly active when emotions of unhappiness or bad attitudes were apparent. Herzberg discovered these emotions were associated to the milieu of that particular job and were not associated directly to the job itself."
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