Understanding People in Organisations

Understanding People in Organisations

Table of Content

Introduction3

Task 1: Motivation3

Task 2: Technology and Management Functions8

Task 3: Organizational Culture10

Conclusion and Recommendations11

References13

Understanding People in Organisations

Introduction

Motivating and rewarding employees is an ever-increasing challenge for today's organizations. The workforce is diverse in age, gender, and race. Due to the differences among organizations and the diversity within each organization, motivational theories are difficult to apply. Rewards cannot be given if there is no drive to achieve organizational goals. There are common myths about motivating employees that need debunked. Some companies have mastered the art of motivation and are light years ahead in terms of rewards and incentives. Technology is a growing area in today's society. Organizations today can not function at a much quicker stride without technology. Today in this paper the aim will be on Technology and Management Functions. In this paper how management at organization anticipates technology to advance business. How organization's present technology is gathering enterprise desires will be discussed. In this paper we discussed three different task related to the people understanding in organization.

Task 1: Motivation

There are two basic theories of motivation; content theories and process theories. Content theories focus on what actually motivates people; they study the needs that must be satisfied in order for the employee to be motivated(Bartol et al, 2002, pp. 64-77). The need is either satisfied by an extrinsic reward (e.g. pay) or an intrinsic reward (e.g. recognition and praise). The Classical (Fayol), the Scientific (Taylor), the Human Relations (Mayo), and the Neo-Human Relations (Maslow, Herzberg, McGregor) schools of management thought are all content theories. Process theories, do not concern the needs which must be satisfied in order to achieve motivation, but instead they are concerned with the thought-processes that influence workers' behaviour (Klaff, 2003, pp 121-146).

Motivating and rewarding employees is an ever-increasing challenge for today's organizations. The workforce is diverse in age, gender, and race. Due to the differences among organizations and the diversity within each organization, motivational theories are difficult to apply. Rewards cannot be given if there is no drive to achieve organizational goals. There are common myths about motivating employees that need debunked. Some companies have mastered the art of motivation and are light years ahead in terms of rewards and incentives (Lindner, 1998, pp 45-189).

Motivation can be defined as “the inner force that drives individuals to accomplish personal and organizational goals”. The purpose of employee motivation is to improve performance and increase an organization's competitiveness. Sounds simple, but the subject of motivation is not clearly understood and is often poorly practiced. Things can get complicated when dealing with people. Understanding human nature can be very simple, yet very complex. It also points out that there are seven broad strategies for motivation: positive reinforcement and high expectations, effective discipline and punishment, treating people fairly, satisfying employees' needs, setting work related goals, restructuring jobs, and basing rewards on job performance (Bradely, 1996, pp. 59-62).

Several theories can be taken into consideration when contemplating what the employees' needs ...