oraganisation behaviour

8/8/2019 Oraganisation Behaviour

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WHAT IS MOTIVATION?

Motivation is a set of processes that moves a

person toward a goal.

Motivation refers to the initiation,direction,

intensity and persistence of human behaviour.


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MOTIVATION:WHY DO WE

CARE?

Performance = f (Ability, Motivation, Opportunity)


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WHAT IS A GOAL?

It is a projected state of affairs -that a personor a system plans or intends to achieve

A personal or organizational desired end-point

Many people endeavor to reach goals within afinite time by setting deadlines


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Finally: Yougo out on adate with

Tasks on the dateCo it enttowards ..

SELF-EFFICACY

BELIEF

Desire to

eet ..

To go on a datewith

DESIRE TOMEET THE

GOAL

SELF-EFFICACY

BELIEF

GOAL SETTING PROCESS

GOALTASK

PERFORMANCE

GOAL

COMMITMENTMEETING

THE GOAL


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GOAL SETTING THEORY

Research was conducted by Dr.Edwin Locke inthe late 1960s

The theory stated that specific and difficultgoals,with feedback,leads to higherperformance.

Dr.Gary Latham found the inseparable link

between goal setting and workplaceperformance.


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HOW DOES GOAL SETTING

WORK?According to Locke, goal setting has fourmotivational mechanisms:

GOALS DIRE T ATTENTION

GOALS REGULATE EFFORTS

GOALS IN REASE PERSISTEN E

GOALS FOSTER THE DEVELOPMENT AND APPLICATION OF THETASK STRATEGIES AND ACTION PLAN


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REQUIREMENTS FOR GOALSETTING

GOAL SPECIFICITY

GOAL DIFFICULTY

PARTICIPATION IN GOAL SETTING AND ACCEPTANCEOF GOALS BY EMPLOYEES

FEEDBACK AND EFFORT


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ADDITIONAL

REQUIREMENTS FOR GOALSETTING

GOAL COMMITMENT

SELF EFFICACY

TASK CHARACTERISTICS

NATIONAL CULTURE


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STEPS IN GOAL SETTING

STEP 1:

SET GOALS.

STEP 2:PRO OTE GOALCO IT E T.

STEP 3: PROVIDESUPPORT A DFEEDBACK.


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DRAWBACKS OF GOAL

SEETTING

Leads to tunnel vision

Restricts team work.

Leads to stress Short range thinking

Dishonesty among employees


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STRETCH GOALS

Concept was given by Steven Kerr.

Goals which force employees to go beyond

what they are accustomed to doing, thusimprove performance, and are attainable.

The company provides all the requiredinfrastructure and support to attain thosegoals.


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MANAGEMENT BY OBJECTIVES

The term was coined by Peter Drucker.

MBO is a process where managers and

subordinates jointly set goals, shareinformation and discuss strategies that lead to

goal attainment.

The goals should be tangible,verifiable and

measurable.


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DEFINEORGANIZATIONAL

GOALS

DEFINE EMPLOYEEOBJECTIVES

CONTINUOUSMONITORING OF

PERFORMANCE ANDPROGRESS

PERFORMANCEEVALUATION/REVIEW

PROVIDING FEEDBACK

PERFORMANCEAPPRAISAL

THE MBO

PROCESS


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FOUR INGREDIENTS FOR MBO

Goal specificity

Participative decision making

Explicit time period

Performance feedback


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MBO IN PRACTICE

Managers can make MBO effective when:

1. Specific and unambiguous goals are set.

. Plan of action is decided3. Effective and efficient feedback methods are

used

4. Equitable and valid rewards are given


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MBO FAILS WHEN

1. Unrealistic goals

. Inadequate resources

3. No timely feedback4. Inappropriate rewards

An example of MBO failure is FUJITSU, Japan.


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BIBLIOGRAPHY


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THANK YOU!

JYOTIKA JHANGIANI

KRUPA THAKKAR

DIVYA S. DARSHITA KOTHARI

UDIT MAHESHWARI

K.SHANKAR

AVISH VASTANI

oraganisation behaviour

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