HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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can manage, organize activities and create an organizational atmosphere that encourages positive motivational effects. 7.0 REFERENCES Hicks, H.G. and Gullet C.R. (1976): Organisations: Theory and Behaviour, McGraw-Hill Kogak Usha Limited Koontz, H and Weihrich, H (1983): Management: A Book of Readings, (New York), McGraw-Hill, Inc. Mullins, L. J. (2000). Management and Organizational Behaviour, 4th Edition, London: Pitman Publishing. UNIT 13: Motivational Processes 1.0. Introduction - - - - - - ---------------------------------------------118 2.0. Objectives - - - - - - - -----------------------------------------------------118 3.0. Motivational Processes - - - - - - - ------------------------------------------------119 3.1. Process theories of Motivation - - - - ---------------------------119 3.1.1 Expectancy Theory of Motivation- - - - - ------------------------------119 3.1.2 Equity Theory of Motivation - - - - - ----------------------------------121 3.1.3 Goals Setting Theory- - - - - - --------------------------------------122 3.1.4 Attribution Theory- - - - - - ------------------------------------------------123 3.1.5 Reinforcement Theory--------------------------------------------------124 3.2 Job Enrichment and Job Enlargement--------------------------------------125 4.0. Tutor Marked Assignment--------------------------------------------------------128 5.0 Conclusion - - - - - - - -------------------------------------------------------------128 5.0. Summary - - - - - - - ---------------------------------------------------------------128 7.0. References - - - - - - ----------------------------------------------------------------128 1.0 INTRODUCTION Good motivation is central to the effective management of people. Motivation is one part of the managerial function of directing. Broadly defined, motivation is the set of forces that cause people to behave in certain ways. A motive is a need or desire within a person to achieve some goals or objective and understanding human motivation is a complex matter with no precise answers. Although the causes of motivation are not perfectly understood, the results of having motivated people in an organization are obvious and highly beneficial. As a consequence, managers have tried to understand the conditions and influences that motivate people so that they can manage organize activities and create an organizational atmosphere that encourages positive motivational 134
A effects. In this unit our attention is shifted to the interrelated aspect of the process theory of motivation. 2.0 OBJECTIVE At the end of this unit, you should be able to: 1. List and discuss the typologies of the process theory of motivation 2 Explain the related issues of Job enrichment and job enlargement 3.0 MOTIVATIONAL PROCESSES 3.1 PROCESS THEORIES OF MOTIVATION Practical considerations of motivation inevitably lead managers to the question of how needs or outcomes can be harnessed or linked to behaviours the organization wishes to encourage. That is, how can needs or outcomes serve to motivate certain types of behaviour? This is the basic question about the process motivation. Over the years, many process theories have been proposed in several different branches of psychology. These include: (a) Expectancy theory of motivation (b) Equity theory of motivation (c) Goal Setting theory (d) Attribution theory (e) Reinforcement theory 3.1.1 Expectancy Theory of Motivation One approach that many believe goes far in explaining how people are motivated is the expectancy theory. One of the leaders in advancing and explaining this theory is the psychologist victor H., Vroom. He holds that people will be motivated to do things to reach a goal if they 135
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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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iv. Personal Achievement: here, the
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The relationship between status, oc
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UNIT 8: Content PERCEPTION 1.0. Int
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•Influence of Technology on Organ
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Mitchell, T. R. (1987). People in O
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