Assignment Principles Of Management January 2015

Topics: Motivation, Maslow's hierarchy of needs, Frederick Herzberg Pages: 6 (1463 words) Published: April 19, 2015


(SUBJECT CODE: IBMT0815)

Instructions to Students:

1. Assignment questions consist of:
Question - 50 %
Presentation - 10 %

2. All assignment questions must be combined into ONE (1) booklet, attached with “Assignment Submission Form” as the front cover, enclosed with the “Marking Criteria.” typed with double spacing using Times New Roman font type (Size 12). Submitted booklet must be stapled.

3. Students are required to UPLOAD their assignments to TURNITIN (a plagiarism website) at http://turnitin.com/static/index.html to check spelling, grammar and citation. Upon uploading, a REPORT will be generated and the students are required to print and to submit the report together with their assignments. Submission of assignment without this report will be REJECTED.

4. Students are to submit their assignment booklet ON 8TH APRIL 2015 or BEFORE 5:00pm and PRESENTATION on 18TH APRIL 2015

All REPORTS are to be submitted to RESPECTIVE LECTURER. NO EXTENSION WILL BE GRANTED. Any assignments submitted after the deadline will be penalized 5 marks per day.

5. Group discussions are encouraged but answers must not give the Examiners reasons to believe that copying of each other’s works has occurred. Copying is a serious offence and could result in a FAIL grade. Originality will be one of the key factors in the awarding of points and grades.

What is motivation?

Motivation may stem from personal interest such as keeping safe or from external factors such as praise and reward. Different theories have been suggested for motivating employees, Pay is considered a primary motivator. Other motivating factors include: Appreciation of hard work

A sense of achievement
Responsibility and empowerment
Opportunity for advancement
A sense of challenge and enjoyment

A motivation workforce will work harder and achieve greater output in less time, therefore reducing labor costs. It requires less supervision and demonstrates pride in its work, making a greater impact on the customer. Motivated employees have greater concentration and are less likely to make mistakes, cause accidents or be involved in conflict. They are also likely to show greater loyalty to the company and have less absenteeism. An unmotivated workforce will be the opposite, being dissatisfied with its role in the work environment. This can be negatively affect both the quality of the work as well as how efficiently employees carry out their jobs.

Taylor’s Motivational Theory
In 1911 the engineer Frederick Taylor published one of the earliest motivational theories. According to Taylor´s research, people worked purely for money. In the early years of the car assembly industry, work on a production line was based on producing quantity and was repetitive. Workers were paid 'piece rate', that is, paid for every item produced. This approach of paying workers by results was good for the business. The outcome was greater production but gave little opportunity, encouragement or time for employees to think for themselves or be creative in what they did. This limited people's development and their use within the company.

The Mayo Effect
Internal or external factors may motivate a person to change or develop their actions. For example, an internal factor may be the desire to learn a new skill. This would reward the individual. External factors include, for example, sales targets and incentives. A more negative motivator might be no pay rise if targets are not achieved. In the early 1930s the theorist Elton Mayo suggested that motivation at work was promoted by such factors as: Greater communication

Good teamwork
Showing interest in others
Involving others in decision making
Ensuring the wellbeing of others
Ensuring work is interesting and non-repetitive.
Mayo based his assumptions on research undertaken with workers at the Hawthorne plant of the Western Electric Company in Chicago. His work resulted in the Hawthorne theory. He...
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