Sat2 Contract

Assignment 1: 8600 - 310 – Understanding How to Motivate People in the work place

Determine the motivational strategy or strategies that would likely be most appropriate for each of your three employees on basis of their individual characteristics. Indicate how you would leverage their employee evaluations to motivate each of the three employees. Describe one or more of the motivational theories and explain how the theories connect to each of your selected motivational strategies.

5. Describe the contrasting effects of directive management and participative management on employee morale. Discuss these differences in terms of Maslow’s hierarchy of motives. Explain why the effectiveness of each style would depend on the personality traits and cultural background of the employees.

Fisher and Ury suggest that every person involved in negotiation or dispute resolution has two separate kinds of interests: the substantive and the interpersonal interests. The main

The mutual gains approach to negotiation lies at the core of the assertive advice offered at the Program on Negotiation at Harvard Business School, and at the Negotiating Conflict class at the Design Management Program at Pratt. This approach has the potential to generate more value through trade by creating a bigger pie, however creating additional & mutual value is a challenge if the interests of all parties are not met, and if one side is not matching the other - by losses or gains.

Arguments will be presented to show, how the expectation theory of motivation can be used to measure the force of motivation for a student to study, to achieve a high grade in his or her math's test. This example will be relevant as the expectation theory can look at whether the reward will motivate/not motivate the student, whether the value of the goal will motivate/not motivate the student, or if the thought high effort will achieve a high grade will motivate/not motivate the student.

Belbin (2000) mentioned that by having a large size of group may result as single leadership and conformism style which may overlapped the roles. In Belbin research, he added that the perfect size of the good team would be around 4-6 people and with different roles, members could outperform their potential to the maximum point (Mullins & Christy, 2010). By being the last coordinator, I could see the overview roles of particular person in the team clearly and by this it could enhance my knowledge and my future career as well. In the following essay, the essay will divide four parts which starts from informing of the group experience within the module, description of the team’s four stages of team development, summarize the lesson learned

2. The exercise highlights the existence of other interests, beyond "business" sense, that are driving the party. Knowledge of these interests may be helpful to continued negotiation. At a minimum, parties gain clearer understanding of their interests and the value they are placing upon them.

Vroom 's expectancy theory assumes that behaviour results from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain. Together with Edward Lawler and Lyman Porter, Victor Vroom suggested that the relationship between people 's behaviour at work and their goals was not as simple as was first imagined by other scientists. Vroom realized that an employee 's performance is based on individual factors such as personality, skills, knowledge, experience and abilities.

3. Compromise (often regarded to be a win win negotiation but in fact it’s not)

The goal-setting theory was developed in 19sos by Edwin Locke. According to it, task performance is essentially linked to goal setting. That means that higher and better task performance may be achieved when goal setting is rationally applied, as clear goals inspire workers on optimal performance.

There are five main principles of goal setting which are important (Anthony, n.d). Goal setting provides focus in the sense that it puts objectives in perspective as well as prioritize the important aspects of the company. Aside from providing focus, goals also increases motivation to allow employees to strive for something within their daily lives. In addition, many goals within an organization cannot be reached unless there is cohesiveness within the business. Thus, goal implementation helps to strengthen and improve group cohesion. On the other hand, goal setting can also be responsible to increase employees worth and offers measurability. Using the SMART principle: Specific, measureable, attainable, relevant and timely, setting goals will enable employees to gauge their progress (Anthony,n.d). From this, employees are able to measure their efforts on impact that they have on the company as well as see how far or close they are in achieving the goal laid out.

|management | | |2.3 evaluate the different approaches to management used by | | |different organisations | |Outcome 3 |3.1 discuss the impact that different leadership styles may have| | |on motivation in organisations in periods of change | |Understand ways of using motivational theories in organisations | | | | | | |3.2 explain the different motivational theories and their | | |application within the workplace | | |3.3 evaluate the usefulness of a motivation theory for | | |managers | |Outcome

Setting goals that challenge everyone in the organization to try for improved function is one of the key attributes of the planning process. The goal setting process can be wake-up call for managers that have become complacent. The other benefit of goal setting comes when forecast results are compared to actual results.

1. Describe motivational tools and techniques used in the organisation and analyse how effective these tools and techniques are in supporting employee performance;