HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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(i) Although personal satisfaction is increasing it may not produce a more technically product. Reductions in output and quality have been noted in a number of cases. (ii) Some workers resist change and may not wish for enlargement of their jobs. (iii) The actual system of production as in matter of technology, where specialized machinery and assembly line technique may not leave much scope for enlargement of jobs. Some management writers are of the opinion that job enlargement or enrichment may not be desirable in all cases. Some employees who derive satisfaction from relating to their coworkers may not like change which give time for social interaction. Yet again, the true effects of enlargement or enrichment, designed to improve job scope and depth respectively, may well depend upon the employee’s personality, background and values. It should however be pointed out that limitations of job highly skilled workers, professionals and managers already contain varying degree of challenge and accomplishment. Perhaps this could be enriched considerably more than they are. But this can probably be done best by modern management technique such as MBO and introducing more status symbols in the form of title and facilities. 4.0 TUTOR MARKED ASSIGNMENT One way to address employees feeling or perception of fairness is through equity theory of motivation. Explain how this theory helps to address this perceptual concern of employees. , 5.0 CONCLUSION Over the years, many process theories have been proposed in several different branches of psychology. This unit addressed the major process theories including; expectancy theory of motivation, equity theory of motivation, goals setting theory, attribution theory, and the reinforcement theory 6.0 SUMMARY 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 144
influences that motivate people so that they can manage organize activities and create an organizational atmosphere that encourages positive motivational effects. In this unit our attention is shifted to the interrelated aspect of the process theory of motivation. 7 0 REFERENCES Banjoko Sinbo A. (1996), Human Resources Management: An Expository Approach, First Edition, Saban Publisher. Yaba – Lagos. Hicks, H.G. and Gullet C.R. (1976): Organisations: Theory and Behaviour, McGraw-Hill Kogak Usha Limited Koontz, H and Weihrich, H (1993): Management: A Book of Readings, (New York), McGraw-Hill, Inc. Musaaz, J.C.S (1982): The Theory and Practice of Educational Administration; (Nigeria), Macmillan Press Hill, W. L. and Jones, R. J. (2004). Strategic Management: An Integrated Approach, Sixth Edition, New Delhi: Biztantra. Mullins, L. J. (2000). Management and Organizational Behaviour, 4th Edition, London: Pitman Publishing. UNIT 14: MONEY 1.0. Introduction - - - - - - -----------------------------------------------------------129 2.0. Objectives - - - - - - - ----------------------------------------------------129 3.0. Money - - - - - - - ------------------------------------------------------------------129 3.1. Perspectives as to the concept of money- - - - ------------------------------129 3.2. Why do people work - - - - - ------------------------------------------------------132 3.3. How to Motivate and Improve Employee Performance - - - - - ----------133 4.0 Tutor Marked Assignment - - --------------------------------------------134 5.0. Conclusion - - - - - - - ---------------------------------------------------------------134 6.0. Summary - - - - - - - -----------------------------------------------------------135 7.0. References - - - - - - ---------------------------------------------------------135 1.0 INTRODUCTION Despite the tendency in recent years to downgrade the importance of money as an organizational reward, there is ample evidence that money can be positively reinforcing for most people. In other words, money can never be over looked as a motivator, whether money in the form of wages, piece work (getting paid for units produced at a certain quality level) or any other incentive pay, bonuses, stock options, company paid insurance, or any other thing that may be given to people 145
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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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interpretation of the world around
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3. Past Experience: The selective n
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outstanding performance is attribut
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greatly influenced by their own cha
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elate to the social stimulus value
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Page 139 and 140: satisfy their emotions and desires.
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Page 151 and 152: 8. The motivation of many employees
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Page 157 and 158: Structure provides the framework fo
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Page 163 and 164: M :- Marketing F :- Finance iv) Nat
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Page 167 and 168: functions undertaken increases. Peo
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Page 185 and 186: •Influence of Technology on Organ
Page 187: Mitchell, T. R. (1987). People in O
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