1. HUMAN RELATIONS
2. EXPECTANCY THEORY (1964)
3. CONTROL
3.1. PROCESS OF MEASURING PERFORMANCE AND TAKING ACTION TO ENSURE DESIRED RESULT
3.2. IMPORTANCE OF CONTROLLING
3.2.1. FACILITATES CO-ORDINATION
3.2.2. PROTECTING THE WORKPLACE
3.3. PROCESS OF CONTROLLING
3.3.1. STEP 1: ESTABLISH PERFORMANCE OBJECTIVES AND STANDARDS
3.3.1.1. STEP 2: MEASURE ACTUAL PERFORMANCE
3.3.2. STEP 3: COMPARE ACTUAL PERFORMANCE WITH OBJECTIVES AND STANDARDS
4. MOTIVATION
4.1. PSYCHOLOGICAL CONTRACT IN THE WORKPLACE
4.1.1. A SET OF EMPLOYMENT EXPECTATIONS
4.1.2. LEADERSHIP & MANAGERIAL STYLES
4.1.2.1. MOTIVATING OTHERS TO WORK
4.1.2.2. MANAGERIAL STYLES
4.1.2.2.1. AUTHOCRATIC STYLE
4.1.2.2.2. DEMOCRATIC STYLE
4.1.2.2.3. FREE-REIN STYLE
4.1.2.3. 21 ST CENTURY LEADERSHIP
4.1.2.3.1. money no longer prime
4.1.2.3.2. MOTIVATION
4.1.2.3.3. different desires at work
4.1.2.3.4. goals of employee
4.1.2.3.5. LEADERSHIP
4.1.2.3.6. flatter organizations
4.1.2.3.7. HELPS IN PLANNING
4.1.2.3.8. STEP 4: TAKE NECESSARY ACTION
4.1.2.3.9. diversity of workplace
4.1.2.3.10. network mentality
4.1.3. EMPLOYEE'S CONTRIBUTIONS
4.1.4. ORGANIZATION'S INDUCEMENTS
4.2. THE IMPORTANCE OF SATISFACTION & MORALE IN WORKPLACE
4.3. JOB SATISFACTION
4.4. MORALE
4.5. TURNOVER
4.6. MOTIVATION IN THE WORKPLACE
4.6.1. FORCES AFFECTING PEOPLE'S BEHAVIOUR
4.7. THE MODELS OF EMPLOYEE MOTIVATION THEORIES
4.7.1. CLASSICAL THEORY (1911)
4.7.2. BEHAVIOUR THEORY (1925)
4.7.3. CONTEMPORARY MOTIVATIONAL THEORIES (THEORY X & THEORY Y) (1960)
4.7.4. MASLOW'S HIERARCHY OF NEEDS MODEL THEORY (1954)
4.7.5. TWO-FACTOR THEORY (1959)