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Using Motivation as a Management Tool

Article Abstract:

A manager's primary goal is to motivate employees to attain the goals of the organization as well as to achieve personal satisfaction on the job. In order to motivate employees, managers must understand that behavior has three characteristics. All human behavior can be broken down into three principles: 1) behavior is caused, 2) behavior is goal directed, and 3) behavior is motivated. Several theories of motivation are presented as an overview. The task of motivating individuals and groups requires the application of these concepts of human behavior. The most important action a manager can take is to involve personnel in the organization. Three concrete techniques of motivation are the development of team spirit, job enrichment, and job redesign. All of these actions will affect the morale of employees. While high morale does not necessarily motivate workers, low morale will produce reduced performance. Success in motivation requires managers to be open to change and employees' needs.

Performance, Officials and employees, Motivation (Psychology), Professions

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Changing the managerial agenda

Article Abstract:

The new foci of managerial activities are examined in contrast to classical concepts of managerial duties. Managers have traditionally been tasked with planning, directing, organizing, controlling anddirecting the activities of their organizations. However, increasing emphasis on customer satisfaction, continuous improvement and profitability is changing managerial focus on these classical functions. Research during the last two decades indicates that not only is the majority of managerial work unclassifiable according to the classical model, but also that leadership, decision-making, motivation and communication are only some management-enhancing factors that must be looked into. This analysis suggests anew managerial agenda that stresses the identification of customer value and the continuous development and improvement of organizational structures which deliver such value to the customer.

Customer service, Vocational guidance

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Non-normal error patterns: how to handle them

Article Abstract:

Issues concerning ways of analysing errors of heteroscedasticity in business data are discussed. Particular attention is given to procedures of correction which can be applied to different types of errors. It is emphasized that corrective procedures cannot compensate for data omission.

Research, Error analysis (Mathematics), Heteroscedasticity, Error analysis

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