HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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(4) Esteem needs. According to Maslow, once people begin to satisfy their need to belong they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfactions as power, prestige, status and self-confidence. Respected job titles and large offices are among the things that businesses can provide to address these needs. (5) Need for self-actualization. Maslow regards this as the highest need in his hierarchy. It is the desire to become what one is capable of becoming – to maximise one’s potential and to achieve something new and meaningful. Challenging job assignments can help satisfy these needs. Maslow’s theory recognizes that because different people have different needs, they are motivated by different things and the arrangement of needs appear to have a realistic basis and has been influential in the study of motivation. Unfortunately, it provides few specific guidelines relating Maslow’s theory to the work situation. Furthermore, post Maslow’s model researchers found that: (i) Hierarchy varies widely, not only for different people but across different cultures (ii) (iii) There is little evidence to support Maslow’s theory that human needs form a hierarchy There is also doubt about the time which elapses between the satisfaction of a lower level need and the emergence of a higher level need. iii) Alderfers Modified Need Hierarchy Theory A modified need hierarchy model has been presented by alderfer (Mullins, 1996). The model rearranged Maslow’s five levels of need in to only three levels based on the core needs of existence, relatedness and growth (ERG theory). This relationship is shown in figure 1.3 below Maslow’s hierarchy Alderfer’s Herzberg’s Of needs EGR theory two factors theory Physiological Existence Hygiene Factors 128
Safety Social Relatedness Esteem Self-Actualization Growth Motivators Figure 12.3 relationships among Maslow’s, Alderfer’s, and Herzberg’s theories of motivation. (1) Existence needs are concerned with sustaining human existence and survival and cover physiological and safety needs of a material nature. (2) Relatedness needs are concerned with relationships to the social environment, and cover love or belonging, affiliation, and meaningful interpersonal relationships of a safety or esteem nature. (3) Growth needs are concerned with development of potential, and cover self-esteem and self-actualization. Like Maslow, Alderfer suggests that individual progress through the hierarchy from existence needs, to relatedness needs, to growth needs, as the lower-level needs become satisfied. However, Alderfer suggest these needs are more of a continuum than hierarchical levels. More than one need may be activated at the same time. Individuals may also progress down the hierarchy. There is a frustration-regression process. For example, if relatedness or growth needs are not satisfied then problems will arise ostensibly on the existence level. People complaining about pay, fringe benefits, working conditions and so on may really be expressing an underlying frustration with unsatisfied relatedness or growth needs. Aldefer suggests that this “transfer effects” takes place because it’s easier to argue about tangible things than about intangible feelings. People tend to pick on pay, grading or working conditions when in fact the real problem lies in a different area and its only when the manager applies him self to analyzing and solving the real, underlying problems that complaints will be die away. Unlike Maslow’s theory, the result of Alderfer’s work suggest that lower level needs do not have to be satisfied before a higher-order need emerges as a motivating influence. ERG theory 129
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NATIONAL OPEN UNIVERSITY OF NIGERIA
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 15: Organisational Structure E
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 10: Work Groups UNIT 11: Commu
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Course Editor: Programme Leader: Na
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· Discuss the behaviour influencin
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MODULE: 1 UNIT 1 MANAGEMENT PERSPEC
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(iii) The reference to management a
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Departmental heads, Supervisors, Fo
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in coordinating efforts occur becau
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For purpose of this book, administr
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UNIT 2 THE STUFF OF ORGANISATIONAL
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suggested by the economic security
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of organisational behaviour and a n
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*We see organizations as societies
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Mullins, L. J. (2000). Management a
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The common features of a formal Org
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of inefficiency was prevalent in th
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•Discipline •Unity of Command
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3. Explain clearly the different ty
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expectations that supervisor, thoug
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Many types of barriers which can oc
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who unable to leave. Such workers c
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without receiving benefits in retur
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It is however important to note (re
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processes that are not a response t
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UNIT 5: Content MANAGEMENT OF CHANG
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Technological Change: Everyone is k
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Sometimes changes are introduced wi
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iii. Even where change is socially
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3.8 MANAGING RESISTANCE TO CHANGE A
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Mullins, L. J. (2000). Management a
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It is the resource that enables a l
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influences other because they feel
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This basis of power is based on the
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7.0 REFERENCES French, W. L. and Be
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Page 81 and 82: UNIT 8: Content PERCEPTION 1.0. Int
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Page 87 and 88: outstanding performance is attribut
Page 89 and 90: greatly influenced by their own cha
Page 91 and 92: elate to the social stimulus value
Page 93 and 94: Similarly individual are born into
Page 95 and 96: a) The Id is the unit that contains
Page 97 and 98: 5. Genital stage (13 years and abov
Page 99 and 100: 5.0 CONCLUSION We have in this sect
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Page 103 and 104: Besides, there are also other class
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Page 109 and 110: 2. Eye Contact and Location of Memb
Page 111 and 112: UNIT 11: COMMUNICATION IN ORGANIZAT
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Page 115 and 116: (v) Communication is also the neces
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Page 119 and 120: tone of voice, the choice of langua
Page 121 and 122: UNIT 12: MOTIVATION 1.0. Introducti
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Page 125 and 126: 3.2 THEORIES OF MOTIVATION There ar
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Page 139 and 140: satisfy their emotions and desires.
Page 141 and 142: The implication of attribution theo
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Page 149 and 150: “Labour is good in its self. A ma
Page 151 and 152: 8. The motivation of many employees
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Page 157 and 158: Structure provides the framework fo
Page 159 and 160: According to Mullins (2000), clearl
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Page 163 and 164: M :- Marketing F :- Finance iv) Nat
Page 165 and 166: •the process of managing the acti
Page 167 and 168: functions undertaken increases. Peo
Page 169 and 170: Therefore, the matrix organisation
Page 171 and 172: A basic aim for the study of organi
Page 173 and 174: ii) Technology - the manner in whic
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The growth of information technolog
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Most organisational resources are l
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It may not always be possible for m
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•Influence of Technology on Organ
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Mitchell, T. R. (1987). People in O
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