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ASSIGNMENT

GHULAM MURTAZA

2k15 MBA-previous 43

Assignment Submitted to: Madam saima


MOTIVATION
Often, people confuse the idea of 'happy' employees with 'motivated' employees. These may
be related, but motivation actually describes the level of desire employees feel to perform,
regardless of the level of happiness. Employees who are adequately motivated to perform
will be more productive, more engaged and feel more invested in their work. When
employees feel these things, it helps them, and thereby their managers, be more successful.
It is a manager's job to motivate employees to do their jobs well. So how do managers do
this? The answer Motivation in management the process through which managers
encourage employees to be productive and effective.
Think of what you might experience in a retail setting when a motivated cashier is
processing your transaction. This type of cashier will:
Be friendly, creating a pleasant transaction that makes you more likely to return
Process your transaction quickly, meaning that the store can service more customers
Suggest an additional item you would like to purchase, increasing sales for the store
In short, this employee is productive and delivers a high-quality output.
IF I WERE A MANAGER I WOULD
USE MCGREGORS THEORY
Douglas McGregor's XY Theory
Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960
book 'The Human Side Of Enterprise'. Theory x and theory y are still referred to commonly in the
field of management and motivation, and whilst more recent studies have questioned the rigidity
of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop
positive management style and techniques. McGregor's XY Theory remains central to
organizational development, and to improving organizational culture.
McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people,
which under the pressure of day-to-day business are all too easily forgotten.
McGregor's ideas suggest that there are two fundamental approaches to managing people. Many
managers tend towards theory x, and generally get poor results. Enlightened managers use
theory y, which produces better performance and results, and allows people to grow and develop.
McGregor's ideas significantly relate to modern understanding of the Psychological Contract,
which provides many ways to appreciate the unhelpful nature of X-Theory leadership, and the
useful constructive beneficial nature of Y-Theory leadership.
RESEARCH PAPERS ON
MOTIVATION THEORY
Candidate Motivation: A Synthesis of Alternative Theories
Donald Wittman

University of California, Santa Cruz


Abstract
A formal model of electoral behavior is developed under the
assumption that candidates have policy preferences as well as an
interest in winning per se. This model is shown to have an
equilibrium in a k-issue space when there are two candidates. The
implications of this model are compared to the implications of the
Downsian-type model where candidates are interested only in
winning. Testable propositions are derived via the use of
comparative statics. The results of recent studies are shown to
coincide with the synthesis model but not the pure Downsian model.
The theoretical model bridges the gap between formal theory and
empirical research and unifies a variety of seemingly unrelated
ENTERPRISE OWNERSHIP, ENTERPRISE
ORGANIZATION, AND WORKER ATTITUDES IN
CHINESE RURAL INDUSTRY: SOME NEW EVIDENCE
BY :- P Bowles

Author Affiliations
University of Northern British Columbia, Canada
University of Winnipeg, Canada

China's Township and Village Enterprises (TVEs) have performed remarkably well
during the post-1979 period. However, agreement on their organizational and
behavioral characteristics and the reasons for their success remains elusive. For some,
TVEs are simply private enterprises in disguise and behaviorally equivalent; for others,
TVEs represent a unique form of enterprise organization based on collective ownership;
the success of which poses a serious challenge to the conventional prescriptions
favoring privatization. This paper reports findings from a small survey of private and
collective rural enterprises in Heilongjiang, north-east China. We find strong evidence
that differences in ownership are reflected in different forms of organizational behavior,
residual payment structures, and in different worker attitudes and degrees of
commitment to the enterprise.
MANAGEMENT RESEARCH BASED ON THE PARADIGM
OF THE DESIGN SCIENCES: THE QUEST FOR FIELD-
TESTED AND GROUNDED TECHNOLOGICAL RULES

Academic management research has a serious utilization problem.


In this field mainstream research tends to be description-driven,
based on the paradigm of the explanatory sciences, like physics
and sociology, and resulting in what may be called Organization
Theory. This article argues that the relevance problem can be
mitigated if such research were to be complemented with
prescription-driven research, based on the paradigm of the design
sciences, like Medicine and Engineering, and resulting in what may
be called Management Theory. The typical research products in
Management Theory would be field-tested and grounded
technological rules. The nature of such rules is discussed as well as
the research strategies producing them.
Thanks

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