Management Human Relations Works of Chester Barnard, John French, Bertram Raven, Daniel Feldman, Robert Tannenbaum and Fred Massarik

When developing a group the norms of the group can ultimately determine the therapeutic outcome for the group (Yalom, 2005). Norms are formed by the leader’s behavior and the group’s expectations (Yalom, 2005). The norms are the standard social behavior for the group. This would include acceptable behavior and typical conduct of the group members.

Employee motivation is, or at least must be, one of the key issues for directors, managers and personnel managers. The leader must be able to find the sensitive strings of his subordinates, which can be motivated by influencing them to achieve high performance. The correct use of motivation encourages staff to make more efficient use of their knowledge, skills, and talents. In today's turbulent, often chaotic environment, commercial success depends on the employee's talent and effort. Despite the many existing theories and practices, some of the motivation of leaders today remains a mystical term. This is partly due to the fact that people are motivated by different things and techniques.

When it comes to the organization structure the individual is subordinate to the organization structure. The minority is subordinate to the majority, the entire membership is subordinate to the honorable Chairman and his executive staff. Whoever shall violate this article of the organization unity and will be dealt within the fashion as an enemy of the people. We have witnessed what comes from total unity& discipline. If we are to become a power to be reckoned with we must take on the concept of that organization everyone has a responsibility, Everyone must endure their share; for we make up the organization as a group of individuals who have come together as a collective whole...

You will want to develop norms in these areas for team success. These are the steps to follow when you create your team norms. Additionally, here are sample team norms in several areas of the more important aspects of interpersonal and team interaction.

Norming – during this stage the trust and respect is developing amongst the members of the group, since it becomes clear that each member has a role and they are aware of what

Agreement and consensus is largely formed among the team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. The leader facilitates and enables.

One of the group norms that had already been established through cohesiveness was the group’s respect for each other. When a member is speaking, they let the member finish without being interrupted. This showed respect for each other’s opinions. Each time a member spoke, they were brief and to the point. In return, members of the group would agree, agree to disagree, and in some cases built on each other’s ideas. Weatherhead

The biggest problem to a manager is managing employees. This is because employers often do not know how to handle their employees. An effective manager knows that motivation is a difficult skill to acquire. So over the years, many theorist have studied motivation in order to

The success of any business depends on the productivity and satisfaction of its employees. Employees need to be motivated to work. Motivation can be defined as the inner force that drives individuals to accomplish personal and organizational goals. Motivation can be either intrinsic or extrinsic. For an individual to be motivated in a work situation there must be a need, which the individual would have to perceive a possibility of satisfying through some reward. Intrinsic motivation stems from motivations that are inherent and arise from performing the task of the job itself, which the individual gets a feeling of either positive or negative motivation as a result of

“Beliefs, values and ideology are at the heart of organisations. Individuals hold certain ideas and value-preferences which influence how they behave and how they view the behaviour of other members. These norms become shared

Another managerial assumption that contradicts this relational aspect is that “Organizational Culture is the Set of Values That Drives Organizational Performance (Cafferky, 2012, p. 533).” This assumption is based on the belief that an organization is strong when its employees all share the same “norms and values (Cafferky, 2012, p. 533).” Although a broad look at this assumption seems positive because as it as it says in Mark 3:25, “A house divided against itself will fall”, this assumption can quickly turn into Groupthink. According to Cafferky, “Groupthink is a process in organizations in which individual members of a group strive for consensus within the group in a way that overrides the motivation to realistically appraise a situation and its alternatives (Cafferky, 2012, p. 150).” This can be detrimental because it can put pressure on group members to conform, which leads to a lack of

For my final project I will be focusing on the group behaviors associated with working in a highly regulated industry and its impact on corporate policies. I am currently employed by the Westinghouse Electric Company. Westinghouse’s main business is to construct, maintain and repair nuclear power plants around the world. The nuclear industry is highly regulated by government entities around the world. This regulation can often times impact the culture for companies and project teams alike. To help aid in this discussion on group dynamics in the nuclear industry I will provide examples of the impact on a global company. I will discuss the concept of institutional constancy including the positive and negative impacts on the group and cultural

Over the last several years, the issue of employee motivation inside the workplace has been increasingly brought to the forefront. The reason why is because, globalization has been having an effect on the ability of firms to compete (which is placing more pressure on them). To deal with these challenges, most organizations are relying on their employees. The results are that those employers who are able to use this resource will be able to make adjustments quickly. This is when the firm will be able to maintain their dominance in the marketplace.

Motivation in the workplace is one of the major concerns that managers face when trying to encourage their employees to work harder and do what is expected of them on a day-to-day basis. According to Organizational Behavior by John R. Schermerhorn, James G. Hunt and Richard N. Osborn the definition of motivation is "the individual forces that account for the direction, level, and persistence of a person's effort expended at work." They go on to say that "motivation is a key concern in firms across the globe." Through the years there have been several theories as to what motivates employees to do their best at work. In order to better understand these theories we will apply them to a fictitious organization that has the following

The literature review, explain the theories which are related to the case study’s problems in order to the motivation and satisfy employees’ needs. There are three important theories include; organizational motivation justice, Maslow’s hierarchy needs theory, and expectancy theory.