Motivation Assignment 
Stewart, Taryn
BCOR 2300: Motivation Assignment- “Management’s Dirty Little Secret”
A- Motivation Theory One- Goal Setting Theory The goal-setting theory claims, “people are motivated by the process of identifying and achieving goals” (Schaub, slide 19). Setting goals gives individuals something to work towards, creates a desire to achieve results, and is necessary for success. The goal-setting theory is considered to “be among the most valid and useful motivation theories” (MindTools) as long as goals are being appropriately set. Goal setting can be motivating if goals are set purposefully: SMART (specific, measurable, attainable, relevant and time-bound) goals, being made public, and followed with encouragement from superiors and peers along the way. Employees have different levels of motivation, and thus must have their own individual goals. This gives management an opportunity to interact with their employees: to help employees set the measures, time frame, and specifics of goals that are a perfect fit for the individual: not the whole population. This collaboration of goal setting between manager and employee makes goals public, giving an extra incentive to show progress towards goals, and it builds the management-employee relationship to build company morale. In addition to individual goals, it is key to have an organization-wide goal, which brings all individual goals together for a common team goal. The teamwork and camaraderie brings the motivation, enthusiasm and passion that organizations lack (Hamel, p. 3), and promises success for the business.
B-Motivation Theory Two- Social Learning Theory Social learning theory has three different components: vicarious learning, self-reinforcement, and self-efficacy. Although this theory relies on positive leadership, and model behavior of management, it also heavily relies on the learner and his or her will and desire to adopt management’s behaviors. Although an easy to implement by management acting and
BCOR 2300: Motivation Assignment- “Management’s Dirty Little Secret”
A- Motivation Theory One- Goal Setting Theory The goal-setting theory claims, “people are motivated by the process of identifying and achieving goals” (Schaub, slide 19). Setting goals gives individuals something to work towards, creates a desire to achieve results, and is necessary for success. The goal-setting theory is considered to “be among the most valid and useful motivation theories” (MindTools) as long as goals are being appropriately set. Goal setting can be motivating if goals are set purposefully: SMART (specific, measurable, attainable, relevant and time-bound) goals, being made public, and followed with encouragement from superiors and peers along the way. Employees have different levels of motivation, and thus must have their own individual goals. This gives management an opportunity to interact with their employees: to help employees set the measures, time frame, and specifics of goals that are a perfect fit for the individual: not the whole population. This collaboration of goal setting between manager and employee makes goals public, giving an extra incentive to show progress towards goals, and it builds the management-employee relationship to build company morale. In addition to individual goals, it is key to have an organization-wide goal, which brings all individual goals together for a common team goal. The teamwork and camaraderie brings the motivation, enthusiasm and passion that organizations lack (Hamel, p. 3), and promises success for the business.
B-Motivation Theory Two- Social Learning Theory Social learning theory has three different components: vicarious learning, self-reinforcement, and self-efficacy. Although this theory relies on positive leadership, and model behavior of management, it also heavily relies on the learner and his or her will and desire to adopt management’s behaviors. Although an easy to implement by management acting and
Cited: Cherry, K. (n.d.). Social learning theory. Retrieved from http://psychology.about.com/od/developmentalpsychology/a/sociallearning.htm Hamel, G. (2009, December 16). Managements dirty little secret. Retrieved from http://blogs.wsj.com/management/2009/12/16/management’s-dirty-little-secret/ MindTools. (n.d.). Locke 's goal setting theory. Retrieved from http://www.mindtools.com/pages/article/newHTE_87.htm Honor Code Pledge On my honor, as a University of Colorado at Boulder student, I have neither given nor received unauthorized assistance on this work. Signature: _________________________________________________________