By Sandra Dawson (auth.)
For scholars who have to increase their figuring out of firms and the folk in them. it's also correct to those that are starting a consultant research of organisations, relatively because it is helping to bridge the space among concept and perform. it's totally revised and updated.
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A hierarchy of needs Against this background of a search for single explanations of worker motivation, the work of Maslow (1943, 1954) was particularly important. Rather than emphasising a single source of motivation, he suggested a hierarchy of needs in which individuals sought outcomes which satisfied needs in an ascending hierarchy. He argued that the lower-order needs of physical survival, then security and then affiliation had to be satisfied before the higher ones of self-esteem and then self-actualisation became important.
G. operators in some manufacturing industry) are subject to highly specific controls which leave little room for manoeuvre. g. community relations officers) may be subject to loose guidelines which leave People: Attitudes, Motivation and Performance 19 room for a lot of discretion. Alan Fox (1974) argues that if autonomy and discretion are low and external control is high, then a low 'trust' relationship between levels in the hierarchy can arise. This in turn may create a vicious circle in which increasing external control is seen as necessary.
6. 7. 8. 9. 10. 11. Task: Method : Technology: Variety: Sequencing: Timing Pace: Quality: Specialisation: Interdependence : Partialness: 12. Performance: 13. Monitoring: 14. Accountability: cont. overleaf objective(s) of activity(ies) how job is done (nature of activities) plant, equipment, machinery involved how many activities included order in which activities undertaken time for completion of sequence(s) of activities pace of work standards required degree of specialisation in division of labour relation of activities to those undertaken by others relation of activities to completion of overall product how is performance measured?
Analysing Organisations by Sandra Dawson (auth.)