有關管理學的英文(不要用翻譯軟體翻哦!!)

Integrating Motiuation Theories

By now, the high priority that needs to be given to the human side of man- agement should be evident. And, motivation strategy is the catalyst leading to results. Over time, satisfied, productive employees cannot be legislated, manipulated, mandated, or ordered.

Each individual has unique, specific motivators operating within her value system. Managers can unlock this potential by following the leadership practices discussed in Chapter 12, especially those relating to participative management, such as self-directed

teams and motivational theories. Some specific contemporary recommen-dations for motivating employees are listed in Figure 13-3.

   It is risky for managers to suppose their personal work motivators can be transferred to employees and will predict productive behavior on the part of the total team. Each team member has strengths, weaknesses, and behavior patterns that influence motivation factors. Only by asking ques-tions and listening can managers become acquainted with these factors. By encouraging employees to visualize the benefits and rewards of a produc-tive team, the desire to achieve will grow. So too will the satisfaction when success follows the participative effort and the benefits are realized.

1. Offer challenging positions that lead to a feeling of achievement. Employees must

perceive the position is challenging.

2. Outline in clear language the objectives and purposes for the task. Be sure your

understanding is clear before sharing with employees.

3. Match the needs and wants of the employee with the interests of the department and

assign work accordingly. Empathize with employees, espe-cially during the training

period.

4. Ensure that objectives are perceived as attainable and that increased efforts will lead to

rewards.

1 Answer

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  • Anonymous
    2 decades ago
    Favorite Answer

    結合動機理論

    現下,高優先權應該是明顯。 並且,動力策略是導致結果的這種激活劑。 超時,使滿意,多產的雇員不能被立法,操作,授權,或者預訂。

    每個人有獨特,具體的操縱機構在她的價值系統內操作。 經理能透過遵循在第12章討論的領導慣例,特別與參與管理有關係的那些開這種潛能的鎖,例如自我指導

    隊和動機的理論。 激勵雇員的一些具體的當代r推薦被在圖13-3 列舉。

    經理認為他們的個人工作操縱機構可能被轉到雇員那裡並且將預言總隊的富有成效的行為是危險的。 每組員有力量,弱點和行為模式那影響動力原素。 只有透過問題並且聽經理才能熟悉這些原素。 透過鼓勵雇員想像一個生產的好處和報酬,取得的願望將增長。 參與努力和好處實現的成功遵循什麼時候的滿意如此也將。

    1.提供導致一種成就的感覺的挑戰位置。 雇員必須

    察覺位置正提出挑戰。

    2.為任務用清楚的語言略述目標和目的。 確信你的

    在與雇員同享之前,理解是清楚的。

    3.使需要和缺少雇員由於部門的興趣與相配和照著分發工作。 在訓練期間的與雇員,主要的聽業會計碩士 。

    4.保證目標覺得可達到和增加努力的那將導致

    報酬。

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