| 词条 | Leadership theory---motivation |
| 释义 | There are many leadership theories in management to inspire themselves and others into action. Understanding what moves an individual to action is crucial in a manager being able to engage the will to act. A sketch map of individual needs—which is useful for managers when considering individuals —can be drawn from Maslow’s hierarchy of needs. Maslow identified five motivating factors in his hierarchy of needs and indicated that as each need is satisfied, others then emerge. They are: physiological needs, safety needs, social needs, self-esteem and self-autualisation. But I think this theory does not fully appreciate individual differences or that each person has a unique set of needs and values. By analyzing them, I think individuals do not necessarily move up the hierarchy on the principle that a satisfied need ceases to motivate. Different levels of needs can kick in at random points on the scale toward full satisfaction of needs. Culture and age and other factors can affect the importance of the different needs to different people and at different stages in their lives. Following is the Mcgregor’ s theory x and theory y, he demonstrated that the way in which managers manage depends on the assumptions made about human behavior. Theory x, it represents the traditional view of direction and control. Because human being are lazy and they dislike work and avoid it if possible. So leader should control, direct, threaten with punishment to get them give adequate effort toward the achievement of organizational objectives. Theory y concerns the integration of individual and organizational goals, because the expenditure of physical and mental effort in work is as natural as play or rest. Control and punish are not the only means for bringing about effort toward organizational objectives. Commitment to objectives is a function of reward, associated with their achievement, and the average human beings, learns, under proper conditions, not only accept, but to seek responsibility. In my opinion, in terms of management in practice theory y does reveal that in any individual within an organization there are untapped resources of goodwill, energy, creativity and intelligence. Ultimately, I analyze Herzberg’ s motivation theory. The six motivating factors that lead to job satisfaction were identified by Herzberg as being: 1.achievement, some specific successes, you will see the results of your work. 2.recognition, any act of recognition, whether notice or praise. 3. possibility of growth, changes in job where professional growth potential is increased. 4. advancement, changes which enhance position or status at work. 5. responsibility, being given real responsibility, matched with necessary authority to discharge it. 6. the work itself, the actual doing of job or phases of it. This theory can help you as a manager to assess roles and jobs within their organizations to check what job-enrichment or empowerment you ought to contemplate to improve performance and give individuals great job satisfaction. Managers and leaders should take a realistic and visionary view of people who work for them and with them. If they use these motivation well, individuals can be managed better. |
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