Director Auditing

3576 Words14 Pages
Abstract Until a few decades ago, it was a commonly prevalent notion in the corporate sector that organizations are operated by capital and top leadership where as the employees are to follow the lead as they are told to. This meant that employees were simply expected to walk on the line given to them to attain the desired results without giving much of their own input. Under such circumstances, leaders were defined as commanders and controllers and were assumed to be people who held certain authority and position in the organizations, while the rest of the employees were treated as mere subordinates, whose only motivation was considered to be financial incentives. Introduction Over a period of time as the corporate world got more competitive, and globalization increased thus triggering global competition, the dynamics of the organization's internal culture changed and it was realized that the concept of leadership may not and should not necessarily mean a person who is in a top notch and authoritative position. Moreover, Maslow's hierarchy of needs pyramid also put forth the idea, that the employees are only motivated by financial gains until their initial needs and wants are being fulfilled. However, at later stages they look beyond monetary benefits and the highest degree of employee motivation is self actualization. This theory gave birth to the idea of 'people's organization' where employers realized the need to give importance to the employees, not in terms of
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