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In my experience it's in the hope of learning to control staff without actually studying their own staff's personal motivation and behaviour. I've never actually noticed these studies working very well. It certainly gets them out of the office and off to a seminar and decent lunch - with drinks afterwards, given luck - and gives the business owners the impression management is taking the job seriously, but results among staff tend to be minimal. But then, staff get to be rid of the manager for a day or so, which frequently raises morale no end. The best managers communicate with and empathise with their staff. I always found that works.
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What are formalities?
1.The strict observance of rules of convention or politeness. 2. Discomfort or informal firmness of behavior or style: "with disconcerting formality, the brothers shook hands".
What is the importance in planning in business?
= Why and how do managers plan? = = Why and how do managers plan? = = The roles of planning and controlling in the management process. = = = = Reasons for Planning = = Why and how do managers plan? = = Reasons for Planning = = Criticisms of Formal Planning = = Criticisms of Formal Planning = = Criticisms of Formal Planning = = Criticisms of Formal Planning = = Criticisms Of Formal Planning = = Criticisms Of Formal Planning = = The Bottom Line: Does Planning Improve Organizational Performance? = = The Bottom Line:Does Planning Improve Performance? = = The Bottom Line:Does Planning Improve Performance? = = The Bottom Line:Does Planning Improve Performance? = = The Bottom Line:Does Planning Improve Performance? = = A sample means-ends chain for total quality management. = = Types of Plans = = Planning: Focus and Time = = Strategic Planning = = Tactical Planning = = Specific and Directional Plans = == == = EXHIBIT 3-3 Directional Versus Specific Plans = = Single-Use and Standing Plans = == == = Study Question :What types of plans do you use? = = Study Question : What types of plans do managers use? = ====== = Study Question : What types of plans do managers use? = == == == == == = Study Question: What types of plans do managers use? = == == == = Study Question: What types of plans do managers use? = == == == == == = = = = = = = = = = = = = = = Study Question: What are the useful planning tools and techniques? = = Study Question: What are the useful planning tools and techniques? = = Study Question: What are the useful planning tools and techniques? = = Study Question: What are the useful planning tools and techniques? = = = = = = = = = = = = = = Study Question: What are the useful planning tools and techniques? = = Study Question: What are the useful planning tools and techniques? = = Study Question: What are the useful planning tools and techniques? = == == == = How participation and involvement help build commitments to plans.= = How participation and involvement help build commitments to plans. = = = = = = Management by Objectives = = Cascading of Foundations of Planning = = Planning = = ØWhy and how do managers plan? = = ØWhat types of plans do managers use? = = ØWhat are the useful planning tools and techniques? = = ØHow does management by objective operate? = = Planning Defined:= = It is the managerial activity of: = = •Defining the organization's objectives or goals = = •Establishing an overall strategy for achieving those goals = = •Developing a comprehensive hierarchy of plans to integrate and coordinate activities= = = = = = Why and how do managers plan? = = ØPlanning = = ØThe process of setting objectives and determining how to best accomplish them. = = ØObjectives = = ØIdentify the specific results or desired outcomes that one intends to achieve. = = ØPlan = = ØA statement of action steps to be taken in order to accomplish the objectives. = = Why and how do managers plan? = = ØSteps in the planning process: = = ØDefine your objectives. = = ØDetermine where you stand vis-à-vis objectives. = = ØDevelop premises regarding future conditions. = = ØAnalyze and choose among action alternatives. = = ØImplement the plan and evaluate results. = = The roles of planning and controlling in the management process. = = = = Reasons for Planning = = Reasons for Planning = = Why and how do managers plan? = = ØBenefits of planning: = = ØImproves focus and flexibility. = = ØImproves action orientation. = = ØImproves coordination. = = ØImproves time management. = = ØImproves control. = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = Reasons for Planning = = = = Criticisms of Formal Planning = = •Planning may create rigidity. = = •Plans can't be developed for a dynamic environment. = = •Formal plans can't replace intuition and creativity. = = •Planning focuses managers' attention on today's competition, not on tomorrow's survival. = = •Formal planning reinforces success, which may lead to failure. = = Criticisms of Formal Planning = = Planning may create rigidity. = = = = •Assuming that conditions will remain relatively stable, formal plans lock organizational units into specific goals and time frames. = = Criticisms Of Formal Planning = = Plans can't be developed for a dynamic environment. = = = = •Managing chaos and turning disasters into opportunities requires flexibility, not rigid, formal plans. = = Criticisms Of Formal Planning = = Formal plans can't replace intuition and creativity. = = = = •Developing strategy depends as much on intuition and creativity as it does on formal analysis. Because most successful strategies are visions, not plans, merely following a systematic framework will not yield incisive thinking. = = Criticisms Of Formal Planning = = Planning focuses a manager's attention on today's competition, not on tomorrow's survival. = = = = • Formal planning stresses capitalizing on existing opportunities, not reinventing or creating an industry. = = Criticisms Of Formal Planning = = Formal planning reinforces success, which may lead to failure. = = = = •Success can breed failure. Since change is motivated by problems, success may not motivate managers to challenge the status quo. = = = = = = = = The Bottom Line: Does Planning Improve Organizational Performance? = = •Formal planning means higher profits, higher return on assets, and other positive financial results. = = •Planning process quality and implementation contribute more to high performance than does the extent of planning. = = •When external environment restrictions allowed managers few viable alternatives, planning did not lead to higher performance. = = The Bottom Line:Does Planning Improve Performance? = = •The evidence is mostly positive and suggests several conclusions. = = The Bottom Line:Does Planning Improve Performance? = = •Financial results = = Formal planning in an organization is frequently associated with positive financial results. = = The Bottom Line:Does Planning Improve Performance? = = •Environmental concerns = = In those organizations in which formal planning did not lead to higher performance, the environment was typically the culprit. = = The Bottom Line:Does Planning Improve Performance? = = •Quality and implementation = = The quality of the planning process and the implementation of the plans affect performance more than does the extent of the plans. = = A sample means-ends chain for total quality management. = = = = = = = = = = = = = = = = Types of Plans = = = = Planning: Focus and Time = = •Strategic Plans = = ØAre organization-wide, establish overall objectives, and position an organization in terms of its environment. = = •Tactical Plans = = ØSpecify the details of how an organization's overall objectives are to be achieved. = = •Short-term Plans = = ØCover less than one year. = = •Long-term Plans = = ØExtend beyond five years. = = Strategic Planning = = •Strategic Plans = = ØApply broadly to the entire organization. = = ØEstablish the organization's overall objectives. = = ØSeek to position the organization in terms of its environment. = = ØProvide direction to drive an organization's efforts to achieve its goals. = = ØServe as the basis for the tactical plans. = = ØCover extended periods of time. = = ØAre less specific in their details. = = Tactical Planning = = •Tactical Plans (Operational Plans) = = ØApply to specific parts of the organization. = = ØAre derived from strategic objectives. = = ØSpecify the details of how the overall objectives are to be achieved. = = ØCover shorter periods of time. = = ØMust be updated continuously to meet current challenges. = = Specific and Directional Plans = = •Specific Plans = = ØClearly defined objectives and leave no room for misinterpretation. = = v"What, when, where, how much, and by whom" (process-focus) = = •Directional Plans = = ØAre flexible plans that set out general guidelines. = = v"Go from here to there" (outcome-focus) = = EXHIBIT 3-3 Directional Versus Specific Plans = = Single-Use and Standing Plans = = •Single-Use Plan = = ØIs used to meet the needs of a particular or unique situation. = = vSingle-day sales advertisement = = •Standing Plan = = ØIs ongoing and provides guidance for repeatedly performed actions in an organization. = = vCustomer satisfaction policy = = Study Question :What types of plans do you use? = = Study Question : What types of plans do managers use? = = ØShort-range and long-range plans = = ØShort-range plans = 1 year or less = = ØIntermediate-range plans = 1 to 2 years = = ØLong-range plans = 3 or more years = = ØPeople vary in their capability to deal effectively with different time horizons. = = ØHigher management levels focus on longer time horizons. = = = = = = Study Question : What types of plans do managers use? = = ØStrategic and operational plans = = ØStrategic plans - set broad, comprehensive, and longer-term action directions for the entire organization. = = ØOperational plans - define what needs to be done in specific areas to implement strategic plans. = = vProduction plans = = vFinancial plans = = vFacilities plans = = vMarketing plans = = vHuman resource plans Cont.. = = Study Question : What types of plans do managers use? = = ØPolicies and procedures = = ØStanding plans = = vPolicies and procedures that are designed for repeated use. = = ØPolicy = = vBroad guidelines for making decisions and taking action in specific circumstances. = = ØRules or procedures = = vPlans that describe exactly what actions are to be taken in specific situations. = = Study Question : What types of plans do managers use? = = ØBudgets and project schedules = = ØSingle-use plans = = vOnly used once to meet the needs and objectives of a well-defined situation in a timely manner. = = ØBudgets = = vSingle-use plans that commit resources to activities, projects, or programs. = = vFixed, flexible, and zero-based budgets. = = ØProjects = = vOne-time activities that have clear beginning and end points. = = vProject management and project schedules. = = Study Question : What are the useful planning tools and techniques? = = Study Question : What are the useful planning tools and techniques? = = ØForecasting = = ØMaking assumptions about what will happen in the future. = = ØQualitative forecasting uses expert opinions. = = ØQuantitative forecasting uses mathematical and statistical analysis. = = ØAll forecasts rely on human judgment. = = ØPlanning involves deciding on how to deal with the implications of a forecast. = = Study Question : What are the useful planning tools and techniques? = = ØContingency planning = = ØIdentifying alternative courses of action that can be implemented to meet the needs of changing circumstances. = = ØContingency plans anticipate changing conditions. = = ØContingency plans contain trigger points. = = Study Question : What are the useful planning tools and techniques? = = ØScenario planning = = ØA long-term version of contingency planning. = = ØIdentifying alternative future scenarios. = = ØPlans made for each future scenario. = = ØIncreases organization's flexibility and preparation for future shocks. = = Study Question : What are the useful planning tools and techniques? = = ØBenchmarking = = ØUse of external comparisons to better evaluate current performance and identify possible actions for the future. = = ØAdopting best practices of other organizations that achieve superior performance. = = Study Question : What are the useful planning tools and techniques? = = ØUse of staff planners = = ØCoordinating the planning function for the total organization or one of its major components. = = ØPossible communication gaps between staff planners and line management. = = Study Question : What are the useful planning tools and techniques? = = ØParticipation and involvement = = ØParticipatory planning requires that the planning process include people who will be affected by the plans and/or will help implement them. = = ØBenefits of participation and involvement: = = vPromotes creativity in planning. = = vIncreases available information. = = vFosters understanding, acceptance, and commitment to the final plan. = = How participation and involvement help build commitments to plans.= = How participation and involvement help build commitments to plans. = = Management by Objectives = = •Management by Objectives (MBO) = = ØA system in which specific performance objectives are jointly determined by subordinates and their supervisors, progress toward objectives is periodically reviewed, and rewards are allocated on the basis of that progress. = = ØLinks individual and unit performance objectives at all levels with overall organizational objectives. = = ØFocuses operational efforts on organizationally important results. = = ØMotivates rather than controls. = = Cascading of Objectives = = Management by Objectives (cont'd) = = bjectives =
What are the macro functions of communication?
Macro functions of communication means the basic and the important functions of communication. These functions are much more significant than the micro functions of communication. These functions include: 1.The emotive functions which deal with communicating inner states and emotions. 2.The Directive functions to affect the behavior of others etc.
How to communicate with a difficult person?
1 - allow enough time for communication-give the patient plenty of time to listen and respond 2 - maintain good non-verbal behavior-use eye contact, touch, smiles, and move slowly 3 - stay calm-the patient needs you to remain calm, even under pressure 4 - do one task at a time
How do you become a clear wireless authorized dealer?
Instructions1.) Request an application. Call 703-622-6337 or email dealerinfo@clear.net for a copy of the application. As of early November 2010, the applications are not available on the Clear website.2.) Complete the application. Submit the application via email or fax. The fax number is 425-216-7900.3.) Complete training classes. Classes are ongoing and held periodically. Clear account executives and local account managers provide ongoing training. The classes focus on Clear products, services, rate plans, current promotions and equipment.
2.What are the main challenges of increasing employees motivation and commitment for HR managers?
salary
What are 3 mechanisms of behavior?
1.maturation 2.motivation 3.learning
What are the 3 mechanism of behavior?
1.maturation 2.motivation 3.learning
What has the author John B Miner written?
John B. Miner has written: 'The human constraint' -- subject(s): Executives, Training of, Employee motivation, Recruiting 'Organizational Behavior' -- subject(s): Organizational behavior 'Personnel psychology' -- subject(s): Industrial Psychology, Personnel management, Psychology, Industrial 'Intelligence in the United States' -- subject(s): Testing, Manpower policy, Intelligence levels, Ability 'Introduction to management' -- subject(s): Management 'Studies in management education' -- subject(s): Industrial management, Study and teaching 'Management theory' -- subject(s): Management 'Role motivation theories' -- subject(s): Achievement motivation, Employee motivation, Organizational effectiveness 'Organizational behavior 6' -- subject(s): Leadership, Organizational behavior, Employee motivation, Subconsciousness 'Organizational Behavior 2' 'Organizational Behavior 4' 'Personnel and industrial relations' -- subject(s): Personnel management, Industrial relations 'The challenge of managing' -- subject(s): Management, Personnel management, Handbooks, manuals, Study and teaching
Why is the study of perception important in the study of management in organizational behavior?
The study of perception is important in management and organizational behavior because it influences how individuals interpret and respond to stimuli in the workplace. Understanding perceptions can help managers anticipate how employees will react to different situations and tailor their communication and decision-making strategies accordingly. By recognizing and addressing perceptual biases, managers can promote more effective teamwork, communication, and problem-solving within the organization.
What is the process for imitative learning?
1.) you have to pay attention 2.) Retain an image/ thought that you saw 3.) Produce the behavior 4.) Motivation/Reinforcement
Sociology is the study of what?
Sociology is the study of human society and social behavior. It examines patterns of social relationships, group dynamics, and societal structures. Sociologists analyze how these factors influence individuals and communities.
Factors that influence motivation?
Motivation is a complex and multi-faceted concept that can be influenced by various factors. It's essential to recognize that motivation is a dynamic and individualized aspect of human behavior, and different people may be influenced by different combinations of these factors. Additionally, these factors can interact with one another, shaping a person's overall motivational outlook. I have a Youtube Channel with 4 different Motivational Goals for Youth. @MeditationRevitalize (Reset your Body) These are the Titles: 1-Musketeer Motivation. 2-Old Man Motivation. 3-Youth Motivation. 4-Princess Motivation.
Which social science is described here a research study into how peoples thought processes affect their behavior in society?
2 psychology
How does organization behavior mod influence employee motivation?
Organizational behavior modification can influence employee motivation by using positive reinforcement techniques to shape desired behaviors. This can include rewards for good performance, recognition for accomplishments, and opportunities for advancement. By implementing a system that reinforces desired behaviors, employees are more likely to be motivated to excel in their roles.
How do you differentiate motivation from incentives?
Incentive theory explains that behavior is motivated by an organism's desire for reinforcements and rewards and that this desire is what governs behavior. An organism is less likely to continue a behavior if the consequences are negative. ... Motivation is powered by external forces in the environment. Incentive to Motivate EmployeesCreate an1: Aesthetically Pleasing Environment. ...2 : Hire Supportive Managers. ...3 : Provide Plenty of Educational Opportunities. ... 4 :Give Feedback and Recognition. ..5 :. Ensure Leadership Opportunities are Available. ...6 : Implement anEmployee Rewards and Incentive
Salespeople to managers is 9 to 2 If grants currently has 414 salespeople how many managers are there?
92
