1. MOTIVATION IN THE WORKPLACE
1.1. DEFINITON: FORCE AFFECTING PEOPLE'S BEHAVIOR
1.2. THE MODELS OF EMPLOYEE MOTIVATION THEORIES
1.2.1. CLASSICAL THEORY/ SCIENTIFIC MANAGEMENT
1.2.2. BEHAVIOR THEORY
1.2.3. CONTEMPORARY MOTIVATIONAL THEORIES
1.3. THEORIES X AND Y
1.3.1. THEORY X - MANAGEMENT BELIEVES THAT WORKERS NEED TO BE CLOSELY SUPERVISED AND COMPREHENSIVE SYSTEMS OF CONTROLS DEVELOPED.
1.3.2. THEORY Y - MANAGER BELIEVES THAT, GIVEN THE RIGHT CONDITIONS, MOST PEOPLE WILL WANT TO DO WELL AT WORK
1.4. TWO FACTOR THEORY (1959)
1.4.1. MOTIVATIONS FACTORS
1.4.1.1. ACHIEVEMENT
1.4.1.2. RECOGNITION
1.4.1.3. THE WORK ITSELF
1.4.1.4. RESPONSIBILITY
1.4.1.5. ADVANCEMENT AND GROWTH
1.4.2. HYGIENE FACTORS
1.4.2.1. SUPERVISORS
1.4.2.2. WORKING CONDITION
1.4.2.3. INTERPERSONAL RELATION
1.4.2.4. PAY AND SECURITY
1.4.2.5. COMPANY POLICIES AND ADMINISTRATION
1.5. EXPECTENCY THEORY
1.5.1. VICTOR VROOM (1964)
1.5.2. PEOPLE WORKS TOWARD REWARDS
1.5.3. BEHAVIOR CAN BE ENCOURAGED OR DISCOURAGE BY REWARDS OR PUNISHMENTS
1.6. STRATEGIES FOR ENHANCING JOB SATISFACTION AND MORALE
1.6.1. MANAGEMENT BY OBJECTIVES
1.6.2. PARTICIPATIVE MANAGEMENT AND EMPOWERMENT
1.6.3. JOB ENRICHMENT AND JOB REDESIGN
1.6.4. MODIFIED WORK SCHEDULES
2. MANEGERIAL STYLES AND LEADERSHIP
2.1. DEFINITION
2.1.1. MANAGERIAL STYLEAS - PATTERNS OF MANAGEMENT BEHAVIOR IN DEALING WITH EMPLOYEES.
2.1.2. LEADERSHIP - MOTIVATING OTHERS TO WORK
2.2. 21st CENTURY LEADERSHIP
2.2.1. MOTIVATION
2.2.1.1. MONEY NO LONGER PRIME
2.2.1.2. DIFFERENT DESIRES AT WORK
2.2.1.3. VARYING LIFESTYLES REFLECT VARYING GOALS OF EMPLOYEE
2.2.2. LEADERSHIP
2.2.2.1. FLATTER ORGANIZATION = LESS AUTOCRATIC
2.2.2.2. DIVERSITY OF WORKPLACE = DIVERSITY OF LEADERS
2.2.2.3. NETWORK MENTALITY
3. CONTROLLING
3.1. DEFINITION
3.1.1. CONTROLLING ENSURES THAT THERE IS EFFECTIVE AND EFFICIENT UTILIZATION OF ORGANIZATIONAL RESOURCES SO AS TO ACHIEVE THE PLANNED GOAL
3.2. THE IMPORTANCE OF CONTROLLING
3.2.1. IT FACILITATES COORDINATION
3.2.2. IT HELPS IN PLANNING
3.2.2.1. CONTROLS LET MANAGERS KNOW WHETHER THEIR GOALS AND PLANS ARE ON TARGET ON WHAT FUTURE ACTIONS TO TAKE
3.2.3. PROTECTING THE WORKPLACE
3.2.3.1. CONTROLS ENHANCE PHYSICAL SECURITY AND HELP MINIMIZE WORKPLACE DISRUPTIONS.
3.3. PROCESS OF CONTROLLING
3.3.1. STEP 1: ESTABLISH PERFORMANCE OBJECTIVE AND STANDARDS
3.3.2. STEP 2: MEASURE ACTUAL PERFORMANCE
3.3.3. STEP 3: COMPARE ACTUAL PERFORMANCE WITH OBJECTIVE AND STANDARDS
3.3.4. STEP 4: TAKE NECCESSARY ACTION