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Organisational Behaviour: Leadership & Motivation.

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by

Eloise Kerr

on 4 September 2014

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Transcript of Organisational Behaviour: Leadership & Motivation.

Leadership & Motivation
Abraham Maslow – Human Motivation Theory (1943)
Abraham Maslow psychologist and theorist.

Developed theory known as ‘Hierarchy of needs’.

Theory works upon the notion that one must satisfy lower level motivations before moving up the ladder of desires (Dwyer 2013).

“A musician must make music, an artist must paint, a poet must write, if he is to be ultimately at peace with himself what a man can be, he must be” (Maslow as cited in Rabalais 1998).
Motivation
"Our willingness to exert high levels of effort to achieve a goal or perform a task that has been set by the organisation." (Chaousis 2000)
Leadership
"Leadership is taking people to places they've never been before." (Summerfield 2014)
Telling Selling Participating Delegating
Katrina, Jemima, Eloise & Sarah
"The forces within a person that affect the direction, intensity and persistence of voluntary behaviour." (Chaousis 2000)
SMART
S
pecific

M
easurable

A
chievable

R
ealistic

T
ime bound
"Leadership is the process of influencing the activities of an organised group toward goal achieved." (Summerfield 2014)
High task
Low task
Low Relationship
High Relationship
Competence
&
Motivation
But what about
procrastination?
(Sadri et al 2011)

Applying to the Industry:
Luxury Apartment Accommodation Example
(Dwyer 2013, p. 390)
What Maslow contributed to Motivation Theory
What is motivation?

How his theory contributes to the workplace today.
Advantages
The biggest strength of Maslow’s need theory relates to its intuitive nature.
Helps marketers.
Helps to understand people's needs.
Helps to motivate employees.
Helps to decide rewards at each level.
Helps in recognizing potential.
It has more problems than advantages.

Disadvantages
Several needs - not just one.
The same need may cause quite different behaviour in different individuals.
There is a problem in deciding when a level has actually been "satisfied".
Little empirical evidence.
Five important Limitations related to the workplace.
References
Boeree, G 2006,
‘Abraham Maslow – 1908-1970’, Personality Theories
, viewed 1 September 2014, <http://webspace.ship.edu/cgboer/Maslow.html.>
Chaousis, L 2000, ‘Organisational Behaviour’, Pearson Education, NSW, Australia
Dwyer, J 2013, Communication for business and the professions: Strategies and skills, 5th ed., Pearson Australia, Frenchs Forest, Australia.
Hunt, J 1984, ‘Leaders and Managers: International Perspectives on Managerial Behaviour and Leadership Research’, Pergamon Press, Elmsford, NY
Kane, M 2004, ‘Leadership – Today’s requirements and tomorrow’s challenges’, (http://www.executiveevolution.com/leadershipsummary.htm) Accessed 30 August 2014
Rabalais, S 1998, Maslow’s swimmer, ‘Swim Magazine’, vol. 14, issue 3, viewed 1 September 2014, EBSCOhost Web, Australia/New Zealand Reference Centre.
Sadri, G Bowen C 2011, Meeting Employee requirements, ‘Industrial Engineer’, vol. 43, issue 10, p. 44-48, viewed 31 August 2014, EBSCOhost Web, Business Source Premier.
Thomas, M 2007, ‘Mastering People Management’, 2nd edn, Thorogood, London, UK
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