Contribution Of Robert Owen In The 19th Century Commerce Essay

Contri andion Of Robert Owen In The 19th Century Commerce strainThough Owen is considered to be paterna dipic in his cod, his contribution is of a considerable significance in the theories of Motivation. During the primeval years of the nineteenth century, Owens textile mill at New Lanark in Scotland was the scene of some unexampled offices of treating bulk. His view was that people were similar to machines. A machine that is looked after properly, c bed for and maintained well up, runs efficiently, reliably and lastingly, as well people argon likely to be more(prenominal) efficient if they are taken care of. Robert Owen dependable what he preached and introduced much(prenominal) things as employee housing and keep company shop. His ideas on this and other matters were considered to be to a fault extremist for that time.2) Jeremy Benthams The Carrot and the Stick Approach Possibly the essence of the traditional view of people at charm can be stovepipe appreciate d by a brief look at the deed of this English philosopher, whose ideas were also developed in the early years of the Industrial Revolution, nearly 1800. Benthams view was that every people are self-interested and are motivated by the commit to avoid pain and find pleasure. whatsoever createer will bestow only if the reward is big enough, or the punishment sufficiently unpleasant. This view the carrot and circumvent approach was built into the philosophies of the age and is still to be found, especially in the older, more traditional sectors of industry.The various leading theories of postulate and motivators seldom denounce reference to the carrot and the stick. This metaphor relates, of course, to the utilisation of rewards and penalties in order to induce desired behavior. It comes from the old story that to make a donkey move, angiotensin converting enzyme must put a carrot in front of him or dab him with a stick from behind. Despite all the research on the theori es of motivation, reward and punishment are still considered strong motivators. For centuries, however, they were too much thought of as the only forces that could motivate people.At the same time, in all theories of motivation, the inducements of some kind of carrot are recognized. Often this is money in the form of pay or bonuses. compensate though money is non the only make force, it has been and will continue to be an important one. The swage with the money carrot approach is that too often everyone gets a carrot, regardless of performance through such pr diddleices as salary increase and promotion by seniority, automatic merit increases, and executive bonuses not establish on individualist manager performance. It is as simple as this If a person put a donkey in a pen full of carrots and then stood outside with a carrot, would the donkey be encouraged to come out of the pen ?The stick, in the form of aid-fear of loss of job, loss of income, reduction of bonus, demotion, or some other penalty-has been and continues to be a strong motivator. Yet it is admittedly not the best kind. It often gives rise to defensive or retaliatory behavior, such as union organization, poor-quality work, executive indifference, failure of a manager to take any risks in decision making or even dishonesty. But fear of penalty cannot be overlooked. Whether managers are first-level supervisors or chief executives, the antecedent of their position to give or with hold fast rewards or impose penalties of various kinds gives them an ability to control, to a very great extent, the economic and social well-being of their subordinates.3) Abraham Maslows Need Hierarchy Theory One of the most widely mentioned theories of motivation is the hierarchy of hires possibility put forth by psychologist Abraham Maslow. Maslow saw merciful needs in the form of a hierarchy, ascend from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator.As per his scheme this needs are (i) Physiological needs These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work.(ii) Security or Safety needs These are the needs to be free of physiological danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm.(iii) brotherly needs Since people are social beings, they need to belong and be accepted by others. nation try to satisfy their need for affection, acceptance and friendship.(iv) Esteem needs According to Maslow, once people drive to satisfy their need to belong, they tend to want to be held in obedience both by themselves and by others. This kind of need produces such s atisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention.(v) Need for self-actualization Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming, it includes growth, achieving ones potential and self-fulfillment. It is to maximize ones potential and to accomplish something.Motivation2As each of these needs are substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone, you need to beneathstand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level.Maslows need theory has received wide recognition, peculiarly among practicing manag ers. This can be attributed to the theorys intuitive logic and ease of understanding. However, research does not validate these theory. Maslow provided no experiential evidence and other several studies that sought to validate the theory found no support for it. big top4) Theory X and Theory Y of Douglas McGregor McGregor, in his book The Human side of Enterprise states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. After viewing the way in which the manager dealt with employees, McGregor concluded that a managers view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behavior towards subordinates according to these assumptions.Under the assumptions of theory X Employees inherently do not like work and whenever possible, will attempt to avoid it.Because employee s disfavor work, they have to be forced, coerced or threatened with punishment to achieve goals.Employees avoid responsibilities and do not work fill formal directions are issued.Most workers place a greater importance on aegis over all other factors and display little ambition.In contrast under the assumptions of theory Y Physical and mental effort at work is as natural as rest or play.People do exercise self-control and self-direction and if they are committed to those goals.Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization.That the way the things are organized, the average human beings brainpower is only partly used.On analysis of the assumptions it can be spy that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needs dominate individuals. An organization that is ladder on Theory X lines tends to be tyrannical in nature, the word authoritarian suggests such ideas as the power to enforce obedience and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organization and of the individuals in it are integrated individuals can achieve their own goals best by directing their efforts towards the success of the organization.However, this theory has been criticized widely for generalization of work and human behavior.5) Contribution of Rensis Likert Likert developed a refined classification, breaking down organizations into four management systems.1st System Primitive authoritarian2nd System Benevolent authoritarian3rd System Consultative4th System ParticipativeAs per the opinion of Likert, the 4th system is the best, not only for profit organizations, but also for non-profit firms.6) Frederick Herzbergs motivation-hygiene theory Frederick has act to modify Maslows need Hierarchy theory. His theory is also known as two-factor theory or hygiene theory. He stated that there are certain satisfiers and dissatisfiers for employees at work. In- trinsic factors are related to job satisfaction, darn extrinsic factors are associated with dissatisfaction. He devised his theory on the question What do people want from their jobs ? He asked people to describe in detail, such situations when they felt exceptionally good or exceptionally bad. From the responses that he received, he concluded that opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He states that presence of certain factors in the organization is natural and the presence of the same does not lead to motivation. However, their nonpresence leads to demotivation. In similar manner there are certain factors, the absence of which causes no dissatisfaction, but their presence has motivational impact.Motivation3Examples of Hygiene factors are Security, status, relationship with subor dinates, private life, salary, work conditions, relationship with supervisor and company policy and administration.Examples of Motivational factors are Growth prospectus job advancement, responsibility, challenges, recognition and achievements.TOP7) Contributions of Elton Mayo The work of Elton Mayo is famously known as Hawthorne Experiments. He conducted behavioral experiments at the Hawthorne Works of the American occidental Electric Company in Chicago. He made some illumination experiments, introduced breaks in between the work performance and also introduced refreshments during the pauses. On the basis of this he drew the conclusions that motivation was a very Byzantine subject. It was not only about pay, work condition and morale but also included psychological and social factors. Although this research has been criticized from many angles, the central conclusions drawn were People are motivated by more than pay and conditions.The need for recognition and a sense of belongin g are very important.Attitudes towards work are strongly influenced by the group.8) Vrooms Valence x Expectancy theory The most widely accepted explanations of motivation has been propounded by Victor Vroom. His theory is commonly known as expectancy theory. The theory argues that the strength of a tendency to act in a specific way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual to make this simple, expectancy theory says that an employee can be motivated to perform better when their is a mental picture that the better performance will lead to good performance appraisal and that this shall result into realization of personal goal in form of some reward. Therefore an employee is Motivation = Valence x Expectancy.The theory focuses on three things Efforts and performance relationshipPerformance and reward relationshipRewards and personal goal relationshipThis leads us to a conclusio n that Motivation49) The Porter and Lawler Model Lyman W. Porter and Edward E. Lawler developed a more complete magnetic variation of motivation depending upon expectancy theory.Motivation5Actual performance in a job is primarily determined by the effort spent. But it is also affected by the persons ability to do the job and also by individuals perception of what the required task is. So performance is the responsible factor that leads to natural as well as extrinsic rewards. These rewards, along with the equity of individual leads to satisfaction. Hence, satisfaction of the individual depends upon the fairness of the reward.10) Clayton Alderfers ERG Theory Alderfer has well-tried to rebuild the hierarchy of needs of Maslow into another model named ERG i.e. Existence Relatedness Growth. According to him there are 3 groups of core needs as mentioned above. The existence group is concerned mainly with providing basic material existence. The mho group is the individuals need to m aintain interpersonal relationship with other members in the group. The final group is the intrinsic desire to grow and develop personally. The major conclusions of this theory are In an individual, more than one need may be operative at the same time.If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies.It also contains the frustration-regression dimension.11) McClellands Theory of Needs David McClelland has developed a theory on three types of motivating needs Need for PowerNeed for AffiliationNeed for doingBasically people for high need for power are inclined towards influence and control. They like to be at the center and are good orators. They are demanding in nature, forceful in manners and enterprising in life. They can be motivated to perform if they are given key positions or power positions.In the second category are the people who are social in nature. They try to link themselves with individuals and groups. They are driven by love and f aith. They like to build a friendly environment around themselves. Social recognition and affiliation with others provides them motivation.People in the third area are driven by the challenge of success and the fear of failure. Their need for achievement is moderate and they set for themselves moderately difficult tasks. They are analytical in nature and take calculated risks. Such people are motivated to perform when they see atleast some chances of success.McClelland observed that with the advancement in hierarchy the need for power and achievement increase rather than Affiliation. He also observed that people who were at the top, later ceased to be motivated by this drives.