Методическое пособие по английскому языку для студентов 4 курса, обучающихся по программе бакалавриата
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| Motivation
The ability to motivate others and improve morale is a 'soft skill' - difficult to acquire and almost impossible to measure. Four key thinkers contributed to this field in the 1950s and 60s, and their work is still the basis for contemporary approaches: Maslow developed his 'hierarchy of needs'. self-actualization needs ego (self-esteem) needs social needs security needs physiological needs We move to the next stage up only when the lower need is met. And as soon as any need is met, then it is no longer a motivator. The bottom two are usually not an issue in business (unless you are hungry or in danger). After that, our next need is to feel accepted and part of a group (social need). If that happens, then next we have ego needs: recognition and acknowledgement from others, as well as a sense of status or importance. Finally, if that need is met, we want self-fulfilment ('self-actualization' in Maslow's terms): to achieve, to develop to our fullest potential. Herzberg expressed similar ideas. He agreed that the most important motivators at work were sense of achievement, earned recognition and interest in the job itself. But then there was another set of job factors ('hygiene' or 'maintenance' factors) that do not motivate employees, but can cause dissatisfaction if they are missing. These include salary, job security, working conditions and good relations with co-workers. McGregor observed that managers generally fall into two categories: Theory X and Theory Y. Theory X managers believe that most people dislike work and must be controlled and directed to achieve the organization's goals. Theory Y managers believe that most people like work and actively seek responsibility. They believe in empowerment (= giving employees the authority to make decisions without traditional managerial approval) and enabling (= giving them the tools). Drucker believed in 'management by objectives' (MBO). MBO calls on managers to work with employees to formulate clear, ambitious but achievable goals. There has to be monitoring and measurement to ensure objectives are being met, and workers who achieve their objectives can be rewarded with pay rises, bonuses, etc. жүктеу/скачать 3,86 Mb. Достарыңызбен бөлісу:
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