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assumptions regarding their relationships with followers. They seek to build strong chains of mutual influence with their followers, aligning personal goals of those led with those of the organization. They support their followers and harvest a similar endorsement in return. They take the time to pay attention to details, both in regards to their followers, as well as themselves. They light the way, rather than sending their followers ahead into the darkness. They tolerate mistakes (Rigsbee, 16), earnestly made by followers, in the pursuit of excellence. Any employee can become a leader when it is understood that leadership is an acquired skill demanding a great deal of time, effort and practice.
We argue that everyone in the organization should strive to become a leader within the context of the demands of their job. By choosing a leadership role, each of us becomes a pebble tossed into a pond, causing ripples to ultimately spread throughout the entire organization that inspire measurable results, in terms of significant performance improvement, creative approaches to problem solving, and many other benefits
Leadership is hard work because it means stepping forward and taking the time to motivate each follower on a personal basis, according to the principles of the model of expectancy theory. But if we are unwilling to expend this effort, we are really denying those around us the benefits of potential contributions arising from our use of influence to achieve the outcomes of the vision, and in the long run, we are choosing to forego our own opportunities to grow. In so doing, we sadly short-change ourselves and all others we work with, by failing to create the future everyone seeks.
A new neuroscience of leadership bringing out more of the best in people
To be effective in todays complex and changing world, managers need new insights and skills that up-end conventional thinking about human potential, trust, energy, initiative, and commitment. Neuroscience holds the key to accomplishing this goal. The old belief was that all sensory input went directly to the brain, where a behavioral response was shaped. The new findings show that the gut brain and the heart brain are involved first. It is shown how accessing all three brains can improve leader effectiveness.
As scientific investigations began, a handful of business thinkers and leaders were using newly discovered fundamentals of neuroscience to help them build inventive and enduring organizations.
The brain is a wonderful thing, wrote the poet Robert Frost. It starts working the moment you get up in the morning and does not stop until you get to work. He was more right than he knew.¡ªRobert Frost
Keep tapping all of your sources of wisdom and insight, not just one. Each time you face an important moment during the day, ask what does my gut say about this? My heart? My head? Then listen more clearly to each of those three streams of intelligence as you decide how to act or interact. With practice, this will not slow your ability to make on-the-spot decisions; rather, it will deepen and improve such decisions. Many of us have learned to ignore the butterflies in the gut and feelings in the heart, because doing so makes it easier to just charge ahead with the head, bulldozing right past potentially superior choices that take into account your collective intuitive intelligence.
According to long-term studies involving more than 50,000 Americans, 70 percent of people quit their bosses, not their jobs[6
Personalize your comments. Be specific. Heres why I believe in you... When people listen to comments from another person, they weigh how well this person knows who they really are and what they are capable of. Consequently, whenever you value or recognize another person, make it as individualized and specific as you can. Do not make assumptions. Ask and observe. Margaret Mead once said, Always remember you are absolutely unique. Just like everyone else.
Individualize your remarks for members of a group. Whenever you thank more than one person, single out each individual. Most people give praise to the whole group. Yet no matter how sincere they may be, they inadvertently make every one of these individuals feel devalued and invisible. Take an example of ten people who contributed time and energy over several weekends to finish something that mattered. Conventional wisdom says thank them sincerely. The problem is, each individual knows that he or she contributed something that the other nine did not. And you missed it. Watch how much less initiative and commitment they give the next time you ask them to do something extra.
What small, practical choices can you put into action today to begin bringing out more of the best in yourself and others?
When the going gets tough
Communication is the key to motivating staff in tough times, agrees organisation and development director Moira Nangle at Virgin Atlantic. Strong leadership is one of the most important factors in keeping teams focused and cohesive in tough times. The key factors to motivation are empowerment and achieving a good work-life balance. Setting achievable goals is another aspect of keeping staff motivated.
`Its not overwork that causes stress its uncertainty, a sense of not knowing whats going on,
Its not - its about recognition. Motivational theory research shows that money satisfies only to a certain extent. After that people look for meaning in their lives - even in tough times.
He believes the key factors to motivation are empowerment and achieving a good work-life balance
Its about good face-to-face communication. Thats where you win hearts and minds. It sends a very positive message.
The classic scenario where people become demotivated is when they are not trusted, or they are criticised and undermined in front of their peers, says Huson. It can damage a persons sense of self-belief and leave them with little sense of belonging. The positive effect of reassurance cannot be overestimated.
Motivating people
Nothing leaders do is more important than getting results. And the best way to have others help is by motivating them to achieve results. Try using these three keys 1. Motivation is physical action. . Motivation is driven by emotion. . Motivation is what others do to themselves, not what is done to them. Career success depends on the ability of managers to motivate individuals and teams to get results
When I explained this to the chief marketing officer of a services company, he said, Now I know why were not growing! We (senior leaders) developed our marketing strategy in a bunker! He showed me his 40-page strategy document. The points were logical, consistent, and comprehensive. It made perfect sense-to the senior leaders. But it did not make experiential sense to the people who had to carry it out. Since they had no in-put into the strategy, they sabotaged the implementation in many innovative ways. Only when people are motivated-emotionally committed-to carrying out the strategy, does it have a chance to succeed.
Leader communication strategies critical paths to improving employee commitment
The Motivating Language Model presents a clear, practical strategic path for improving worker loyalty through leader speech. Overall, MLTs greatest value may be in its role as a planning/measurement tool for implementing leader trust development programs. Towards these and related goals, the model offers multiple benefits since it can also be applied as leader communication assessment, a leader training guide, and as a framework for choosing appropriate leader communications to increase worker loyalty.
Organizations need for committed employees is now acute due to such recent shifts in the business environment as the current economic slowdown (which places a premium on increasing worker productivity), skilled worker shortages, increasing ethnic and cultural diversity, rapid technological innovations, and growing organizational reliance on knowledge workers to achieve competitive advantage.
Employee commitment is one of the most important measures of leader success. Worker commitment reaps benefits far beyond improved organizational performance. (High levels of employee loyalty have been linked to an estimated 11% boost in productivity [Mayfield, 000 1). Commitment also explains more than 4% of employee turnover. And this outcome can cost organizations an estimated 100% to 150% of the departing workers annual salary (Cascio, 18).
1) Managers explain why decisions are made; ) Communication occurs in a timely manner; ) Important information flows continuously; 4) Direct supervisors and other leaders explain the specific implications of environmental and organizational changes to each level of workers; and 5) Employee responses to leader communications are validated. In other words, emotions are accepted by managers for what they are, not what they should be (Robbins, 001; Young & Post, 1).
Feedback is another group of communication skills that is both critical to fostering loyalty and integrally linked with listening. Reina & Reina included give and receive constructive feedback (Reina &
informationsharing communication functions.
All of the major communication techniques presented in the previous section fall under one or more categories within the MLT model, and one of MLs greatest contributions is found with its ability to incorporate this wide variety of leader communication practices into a strategic framework. This framework provides leaders with the increased flexibility in their worker communications that is indispensable for todays organizations because of workforce diversity, rapid changes in the business environment, and much greater variability in workplace settings. In fact, Coleman (000) found that the leaders who exhibited such communication flexibility in their leadership styles were most successful in both increasing worker loyalty and in reaching financial goals
Most of these decisions involve a negative impact on worker; i.e., reduced stock option values, freezes on bonuses and salary increases, diminished perks, and even job loss when restructuring is necessary. Paradoxically, the successful planning and implementation of these measures often requires higher levels of employee loyalty and support than organizations expect from workers during more prosperous times.
Meaning-making languages role in maintaining and strengthening worker loyalty becomes even more critical in scenarios where job loss and/or major cultural changes are necessary to restore an organizations financial health. Deal and Kennedy (1) address the debilitating effect that such extensive changes have on employee loyalty, and how these loyalty changes can effect such critical outcomes as performance and turnover. In response to these risks, the authors contend that downsizing and mergers too often occur when more feasible alternatives are available. Furthermore, in all such cases, leaders need to include employee loyalty as a key factor in strategic decision-making.
Within these subcultures, a leaders ability to articulate the new cultural values and performance norms is a major method for reviving shattered morale
MOTIVATION IN WORK ORGANISATIONS by Edward D. Lawler III
Herzberg Theory and Maslow Theory
Organizational Behavior by Griffin and Moorhead
Herzberg's Two factor Theory
TCLP STUDY IN RELATION TO HERZBERGS THEORY
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