Organization Behaviors

Only available on StudyMode
  • Download(s) : 39
  • Published : February 24, 2013
Open Document
Text Preview
Organizational Behaviour

Cover page

Name: mohammed yusuf bulama

Ic no: A00211405

Titile: organizational behaviors

Prepared for: Azlina

Prepared by: bulama

Question 1
1.0 Discuss goal-setting theory and its implication for managers. Goal-setting theory: this theory was presented by Edwin Locke in late 1960s which planned that aims to work toward goal are a main basis of work motivation therefore, goals in essence inform workers anything that need to be done and the effort that is needed toward it. “In general, the more difficult the goal, the higher the level of performance expected”. ( Wiley. J. 2012). Manager and employees have a distinct in a way that managers can set a goal for their workers, or the workers can progress by making goals together. There is advantage with goal setting toward employees which is to contribute in goal setting they may be more likely to work toward a goal they assist in development. It doesn’t make difference on who set s the goal however, the workers do perfect when they get feedback on their Development. There are four factors in the feedback that influence the goal-performance relationship 1. The worker need to be dedicated to the goal

2. Also the worker need to be sure that he are capable of doing a task 3. Task that engage in accomplishing the goal should be simple, recognizable, and independent. 4. And also the theory of the goal setting is culture bund and is famous in North American culture. Therefore, if this method of this goal setting theory is going to be followed, then managers need to get in touch with their workers in determining goal aims in order to present objective for motivation. ( Wiley. J. 2012). According to Hearst communications inc. (2012) stated that “Drs. Edwin Locke and Gary Latham are credited with the creation of goal-setting theory and its implications for the workplace. In 1990, they published "A Theory of Goal Setting and Task Performance," a book that continues to serve as the standard for describing the implications of setting goals that serve to motivate effectively. To be effective, they said, goals must have clarity, challenge, commitment, feedback and task complexity”. * Clarity: clarity in a situation where a goal is lacing clarity it laid to provide inadequate direction to workers or they will not know what the manager like them to accomplish. However, clarity keep in a possible position to see that the goal have been affirmed in such a way that all the workers and managers will know if the goal is been accomplished. * Challenge: been successful in inspiring performance, goals must be challenging. “Consider a data entry clerk who types 100 wpm, but the goal for hourly performance represents a speed of about 70 wpm. That data entry clerk is unlikely to be challenged or motivated in the job”. * Commitment: it stated that is not sufficient for a manager to provide goals to workers. Workers need to be dedicated to accomplishing that goal. A better way of achieving this is to engage workers in the goal setting development or by making them to provide with goal personally or in a meeting “about goals that would be most appropriate given individual, departmental and organizational objectives” * Feedback: employees always think of how they are doing but, always the answer is not sufficient for them worker always needs feedback to know how they can achieve the goal. Therefore, “feedback is provided by managers and supervisors who take the time to provide employees with information about how they're doing, along with both constructive and positive comments for the future”. * Task complexity: mean if task are extremely multifaceted, worker will become besieged and lose confidence in their skill to accomplish these goals. Managers need to be...
tracking img