Title: Motivation, Decision Making and Organizational Culture
Introduction
Motivation is the will to act. In the workplace, seek to influence work-group to align their motivations with the needs of the organization. To release the full potential of employees, organizations are rapidly moving away from ‘control’ and toward “advise and consent” as a way of motivating. This change of attitude began when employers recognized that rewarding good work is more effective than threatening punitive measures for bad work.
However, Decision-Making is the way an organization decides to make decisions. The leader must think of the best possible style that will allow the organization to come up with the best results. When the leader involves participants, it is shown to improve job satisfaction. Synergy is important in decisions because it is the ability for people to work together and produce results that can exceed decision making made by an individual.
In additions, it comprises the attitudes, experiences, beliefs and values of an organization. The Work-group within the organization have their own behavioral quirks and interactions which, to an extent, affect the whole system.
Organizational culture is the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. Organizational values are beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines or expectations, that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another.
Motivation
Disinterested behavior is an important characteristic of civil services. In academic public administration, public service motivation and
Motivation is the will to act. In the workplace, seek to influence work-group to align their motivations with the needs of the organization. To release the full potential of employees, organizations are rapidly moving away from ‘control’ and toward “advise and consent” as a way of motivating. This change of attitude began when employers recognized that rewarding good work is more effective than threatening punitive measures for bad work.
However, Decision-Making is the way an organization decides to make decisions. The leader must think of the best possible style that will allow the organization to come up with the best results. When the leader involves participants, it is shown to improve job satisfaction. Synergy is important in decisions because it is the ability for people to work together and produce results that can exceed decision making made by an individual.
In additions, it comprises the attitudes, experiences, beliefs and values of an organization. The Work-group within the organization have their own behavioral quirks and interactions which, to an extent, affect the whole system.
Organizational culture is the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. Organizational values are beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines or expectations, that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another.
Motivation
Disinterested behavior is an important characteristic of civil services. In academic public administration, public service motivation and
References: Black, Richard J. (2003) Organisational Culture: Creating the Influence Needed for Strategic Success, London UK Kotter, John. 1992 Corporate Culture and Performance, Free Press; (April 7, 1992) Stoykov, Lubomir. 1995 Corporate culture and communication, Stopanstvo , Sofia Participatory Economics Book Page (Participatory Decision Making) Deci, E. (1972), "Intrinsic Motivation, Extrinsic Reinforcement, and Inequity", Journal of Personality and Social Psychology Kerr, Steven (1995) On the folly of rewarding A, while hoping for B. http://pages.stern.nyu.edu/~wstarbuc/mob/kerrab.html