Panasonic is very huge and world famous corporation. Panasonic is much more than a well-known brand name. It stands for the depth and diversity of our research capabilities, manufacturing expertise and product selection. It stands for the advanced technology of products, from easy-to-use consumer goods to sophisticated medical, broadcast, business and industrial systems. Visit the Panasonic Web site (http://www.panasonic.com) and you'll quickly see the broad range of consumer, business, industrial and broadcast products offered. Business customers, seeing this wide range of expertise, have asked us to provide entire system wide solutions for all their electronics needs. Our engineers are rising to the challenge. The demand for this "one-stop shopping" is becoming a major growth area for the company as technology becomes more sophisticated and omnipresent. No matter if it's a giant hotel, a stadium or a major metropolitan transit system, Panasonic is meeting customers' needs. The research Question
What motivate customers? What motivate employees and supervisor? How could this theory help you motivate the various individuals who work for you? How could you encourage the need for achievement in others? What are some of the difficulties in attempting to motivate high –NACH individuals in organizations? What evidence exits for the use of various types of reinforcement, vicarious learning, and self-control? What makes people kill others? There are questions that are unclear in many minds. Through this research, it is hope that the readers likewise will have a clearer view and understanding of motivations. Methodology
The university library has very limited materials available for research purposes, and internet resource is not enough. For this reason and for fact that the scope of this research is limited to motivation, the research only used resources available. Literature search
How to define motivation
To define what motivation is, let us begin by point out what motivation isn't. Why? Because many people incorrectly view motivation as a persona trait, that is, they think that some have it and others don't. In practice, this attitude would characterize the manager who labels a certain employees as unmotivated. Our knowledge of motivation, though, tells us that people can't be labeled in this way. What we know is that motivation is the result of the interaction between the individual and situation. Certainly, individuals differ in motivational drive, but an individual's motivation varies from situation to situation. As we analyze varies both between individuals and with individuals at different times We'll define motivation as the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort's ability to satisfy some individual need. Although general motivation refers to effort toward any goal, here it will refer to organizational goals because our focus is on work-related behavior. The three key elements in our definition are effort organizational goals, and needs. Motivation is the willingness to exert high levels of effort toward organizational goals, conditioned by the effort's ability to satisfy some individual need. The motivation process begins with an unsatisfied need, which creates tension and drives an individual to search for goals that, if attained, will satisfy the need and reduce the tension. Motivation is the forces that energizes behavior, give direction to behavior, and underlines the tendency to persist. It is an internal force. NO one can really measure it; even the person involved himself or herself. How we measure motivation is by simply watching the behavior, actions, and performances of the people in their search for fulfillment towards their goals. These actual performances are likely to be a function of their own abilities, motivations, and working conditions of their environments. Motives are dynamic and...