Organizational Theory by Lagaard J.

By Lagaard J.

This loose e-book introduces the reader to the various theories inside of box of association in addition to to the differing kinds of businesses buildings that are most typically used.

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2. 3. 4. 5. Challenging tasks Open and honest communication with immediate manager Credit for well performed work Result-oriented culture Influence The most significant motivational factors for these people are challenges in terms of working across the country’s culture and language, and professionally challenging tasks. Also, they expect the management style to be supporting and developing. The monetary award system of this company is based on five shared objectives for the 25 employees. com 41 Organizational Theory Focus on motivation The second example is a commercial company where 28 manager and employees prioritized their most significant motivational factors.

8 Literature for chapter 2 Bakke, Jørgen F. , Organisationsteori. Handelshøjskolens forlag, 1988. Niels Bjørn-Andersen, informationssystemer for beslutningstagning, 1974. Blegen & Nylehn, Organisasjonsteori, Trondheim: Tapir, 1971. Enderud, Harald: Beslutninger i organisationer – I adfærdsteoretisk perspektiv, Fremad, 1976. Fayol, Henri, Managing in the 21st Century. The British Journal of Administrative Management, Jan/Feb 2000. Fayol, Henri, Industrial and General Administration. Paris: Dunod, 1925.

It should also be remembered that the managerial role at all levels has changed a great deal since McClelland performed his studies. 5 Outer motivation There are a number of recognized theories to help managers create motivated behavior by means of outer factors in relation to the employees: x x x x x x Job Design Herzberg’s 2 Factor Hygiene and Motivation Theory Hackman & Oldham’s Job Characteristics Model Reinforcement theory Social justice Organizational culture These will be discussed in what follows (Organizational culture will be reviewed in chapter 4 together with the increased need for learning in organizations).

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