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Organisational behaviour - Coggle Diagram
Organisational behaviour
As models of management developed throughout the twentieth century it became clear that understanding human behaviour in an organisation was very important
Managers when leading or in their day to day activities of co ordinating and controlling wok will attempt to motivate others to get behind the purpose and goals of the organisation and work efficiently and productively to accomplish these goals
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Conflict frequently arises when the differences between two or more groups or individuals become present
Conflict is present where there is an incompatibility of goals arising from opposing behaviours at the individual, group or organisational level
Generally conflict is dysfunctional (hinders group performance) but may have a beneficial aspect when part of creative thinking and work
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Understanding these needs, motives and the mechanisms for mining desired behaviours is the focus of motivation theory
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The mechansims for sustaining a motivational pull to a particular behaviour include linking clearly defined goals and rewards which are valued by the people the manager seeks to motviation
An employee is presented with a challenge, a need to do work which triggers thinking about not only how to go about the work but how much discretionary effort any to exert
Managers seek to use motivation techniques to to activate and elevate this driving force so that the employee decides to apply effort, this manifests hopefully as productive work behaviour which subject to other contrasts results in the desired high performance outcome for the manager which may then result in a reward fr the employee
Intrinsic motivation
A form of motivation that stresses valued outcomes or benefits that come from within the individual such as feelings of satisfcation, competence,, self esteem and accomplishment
Estrinsic motivation
A form of motivation that stresses valued outcomes or benefits provided by others such as promotion, pay increases, a bigger office desk, praise and recognition
Theories of motivation began around the time of scientific management and the rational economic model suggested by Taylor, this was due to the growth in organisational size during the first quarter of the twentieth century coupled with the associated pursuit of productivity and efficiency
As organisations became larger with many more employees, their managers searched for all kinds of methods to increase employee productivity. Taylor (1911) argued that money was a motivator but other factors were seen to have a greater influence
Work on motivation theory developed into the 50s with content theories of motivation that attempted to explain what motivates people at work, later process theories were developed which were interested in how managers and leaders can initiate, direct and sustain their employees or followers behaviour