The relevance of coaching and mentoring

The relevance of coaching and mentoring Coaching and mentoring both are considered to be very important activities in organisation working in the current business era, where there is high competition among different competitors in market with different types of quality products and services. All these organisations in modern management strongly believe in the development of the human resources in their as they consider humans as an asset and important resource for achievement of their organisational goals and objectives. So the make human able to carry out their job roles successfully and to make sure the achievement of the organisation objective by their hard work, skills and motivation, organisations arrange activities like coaching and mentoring to achieve their objectives through human resources in the organisation. Coaching and mentoring are popular capacity-building tools, especially in the area of leadership development. They are often mentioned in proposals and reviews as key elements of good capacity-building practice. Yet despite their current status, many of us are unclear what coaching and mentoring really involves, and where and when they work. [6] This assignment is about the understanding of the basic concepts of coaching and mentoring, the basic definitions of these two terms, what is the difference among the concepts and processes of coaching and mentoring, and what are the processes that organisation use to hire or develop a proper coach or mentor in their organisation. Objectives of Assignment This assignment is divided into two task, following are the objectives and requirements of each individual tasks. Task 1 The objectives / requirements of task one of assignment are Define the terms mentoring and coaching Demonstrate a critical and clear understanding of the differences between mentoring and coaching Critical reflection of skills required to be an effective coach and mentor Coaching and mentoring processes Leadership behaviors (particular attention must be paid to theories on motivation, learning and emotional intelligence) and styles that accommodate mentoring and coaching strategies Task 2 Following are the objectives / requirements of the task two of the assignment Critically evaluate how the current academic debate on coaching and mentoring will enable you as a Human Resources Manager to instill the importance and value of coaching and mentoring to organizations. Critically reflect on how your academic research on coaching and mentoring has contributed to the development of your subject knowledge on Human resources. Critically reflect on your achievement of any two of the module learning outcomes Definition of Mentoring Mentoring is an indefinite, relationship based activity with several specific but wide ranging goals. It does not have to be a formal process. The mentor is a facilitator who works with either an individual or a group of people over an extended time period. The agenda is open and continues to evolve over the longer term. Mentoring seeks to build wisdom the ability to apply skills, knowledge and experience to new situations and processes. [2] Mentoring relationships can deliver a number of critical benefits to nonprofit organizations and their employees. They can accelerate learning and expand the overall competency base of staff. They can help assure organizational agility, flexibility, and resourcefulness in difficult times, drawing on the guidance of seasoned professionals. They can improve the quality of work products and services through the use of feedback loops. They can strengthen networks and build collaborative ties between the organizations or work units where mentors and mentees are based. And they can help protect nonprofits from unforeseen liabilities, as mentors help mentees assess risks and manage challenges. Mentorship fosters employee loyalty and commitment, improving morale while enriching organizational culture making it more humane and accountable to community. [3] The activities of mentoring a very important when there are some persons in organization at senior positions, got good experience of working with organization, have good knowledge of organization products and services, good understanding of the organizational structures and procedures, and that person wants to voluntarily or through the set procedure of the mentoring for the organization with new and un experienced employees in very informal, and friendly way. Different organization irrespective of the structure, size and business of the organization are getting benefits from the process and procedures of mentoring. Definition of Coaching To survive and make the organization a prosper institute in the tough era of competition, it is needed from the organizations to perform at their best with high level of effectiveness and motivation towards the achievement of their organizational goals and objectives. This clearly indicate that certain skills like leadership skills, taking right decision on right time (decision making) relationships between different staff members, creation and innovation activities, time management, stress management, controlling issue of high importance, conducting and controlling meetings effectively are all those skills and activities which the organizations has to be at very best in order to capture a prominent position in the market. To carry out all the above activities in proper way the organization can grab the benefits of all these, the term coaching are use. As there is no one agreed on definition of coaching exit but different management writer have come up with their own definition, in all of them some terms remains the same like working for the betterment of skills and informations in organization through a very structured process. The term coaching includes activities related to developing the organizational capacity of whole organization (such as increasing leadership for instructional reform). It includes helping management and employees reallocate their resources and improve their use of data in the service of improving instruction and it includes activities directly related to improving instruction (such as one on one observation and feedback of employees instructional strategies and small group learning of new content and pedagogy). [1] The focus of coaching is on meeting very specific objectives within a set period of time. Coaching is mainly concerned with performance and the development of certain skills. It usually takes place on a one-to-one basis and has a very specific purpose. There is usually a planned program with a much shorter timeframe than in mentoring, so the learning goals are usually determined in advance. [2] Mentoring and coaching can be stand alone activities, but they can also be used to complement each other. Characteristics of coaching Following are the main characteristics of the coaching presented by the Chartered Institute of Personnel and Development (CIPD), and most of the coaching professionals agree with these characteristics and consider these characteristics as fundamentals for coaching activities in the organization. This is development through one to one discussion. Give people understanding on their weaknesses and strengths. The aim of coaching is to address a specific issue. It is considered as short term activity, but its impact is very long term. This is known as non directive development The purpose of coaching is the improvement of performance and enhancing skills of individuals and team members working in the organization. It addresses different issues with the internal environment of the organization, and external organization. The organizations conduct coaching activities for the achievement of both organizational and individual goals. This is time specific activity. It works on the premise that clients are self-aware, or can achieve self-awareness. It is a skilled activity Benefits of coaching and mentoring The coaching and mentoring helps organization in enhancing their human resources skills and make them able to carry out their job roles and responsibilities in way which is efficient, effective and which helps the management of the organization to achieve their business goals and organization objectives. The coaching and mentoring makes the management able to fold the employees activities and role in the way that they want, it helps individuals working in organization in the improvement of their personal and professional skills, and make the employees able to achieve their individual targets and those of organization. It provide the employees a safe space to delegate Enhance the skills which the individuals encompass Ability of learning new skills Provide an insight into yours skills as a coach and mentor and also to those of others. Get unbiased, confidential support Provide fresh prospective on the related issues to work, workplace and organization environment. Provide the opportunity to make biased things clear between the individuals in the organization. Difference between coaching and mentoring The differences between coaching and mentoring are often considered being very min, even most of the people think it coaching and mentoring as different names of same concepts, and it can be difficult to distinguish between coaching, mentoring and counseling. In practice, mentoring for example is sometimes used interchangeably with coaching. Traditionally, however, mentoring in the workplace has tended to describe a relationship in which a more experienced colleague used their greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff. Similarly, it can be hard to draw a clear distinction between coaching and counseling, not least because many of the theoretical underpinnings of coaching are drawn from the worlds of counseling and therapy. For the purpose of managing coaching services the key distinction to be drawn is that coaching is for those who are psychologically well; a coach should be able to recognize where an individual is so distressed by personal or social issues that he or she needs to be referred to specialist counseling or other support. Coaching and mentoring processes According to Robert Dilts different organizations and individuals work on development activities in different forms, these activities are conducted by managers sometime while by some organizations uses the concept and approach of internal and external mentors and coaches. Robert Dilts define the following process for coaching and mentoring Guiding: This the process which leads individuals and groups within organization from their current state to the to a desired state in their personal and professional life, same is the case like a car journey, the person driving is on current location and decides the target location and plan a certain path to reach the target. Coaching: is the process of improving another persons awareness about the deficiencies in his / her field and area of work, sets a target for that individual to achieve and improve a certain behavioral performance. Teaching: is the simple process of helping individuals and groups by an expert person to develop the skills and learning knowledge about a particular thing, place or person. Mentoring: helping to shape an individuals beliefs and values in a positive way; often a longer term career relationship from someone who has done it before Counseling: is the process of helping an individual to improve performance by resolving situations from the past. Every event that occurs in coaching is tied to activities in someones head. (Some people may argue that coaching is more heart based. Whatever your perspective is on this, consider that emotions have correlates in the brain too.) This means that a brain-based approach should underpin and explain every good coaching model and provide the field with an underpinning science. A brain-based approach is going to be inclusive and bring the disparate field to greater cohesion. Second, a brain-based approach to coaching looks attractive when you think about the other contenders for a foundational discipline, the obvious one being psychology. From an organizational perspective, psychology suffers from a mixed history and a perception of being unscientific. While psychologists are the first people called on if someone is in crisis, most senior leaders would not consider them for improving performance because of the bias they assume psychologists have for therapeutic languages and models. A brain-based approach on the other hand is something tangible and physical. We live in a materialistic world where organizations respect things that can be measured. To bring about the wide- scale use of coaching as a learning or transformation tool, we need to speak to organizations in a language they understand. [4] The main reason it may be time to build a brain-based approach to coaching is simply how profoundly useful this approach is. It is interesting to be able to explain in scientific terms why the brain needs coaches, but it is even more useful to know how coaching helps the brain improve its functioning. This points us to ways we can better measure, manage and deliver coaching initiatives, whether one to one, training internal coaches, or in teaching coaching skills to thousands of leaders. [4] When to choose coaching and mentoring For the management of any organization it is very important to choose between the activities of coaching and mentoring, their always remain some space for the improvement in organization, but the selection of activities of coaching or mentoring largely depends on the nature of the improvement that the management wants in organization, or the weaknesses they feel and want to overcome on. The below table shows information regarding coaching and mentoring and will provide idea to the management of the organization on what to chose and when to chose. Mentoring may be best whenà ¢Ã¢â€š ¬Ã‚ ¦. Coaching may be best whenà ¢Ã¢â€š ¬Ã‚ ¦. The employee needs an expert or sponsor The employee will benefit from specific knowledge about the organizations culture, values, and norms, especially when the information is informal and difficult to obtain from traditional sources The employee is reasonably clear about their career and developmental goals The employee will be helped by receiving direction The employee is a senior or more experienced leader; or where developmental issues may require strict confidentiality There is a strong desire or need to practice, apply, or implement new skills and behaviors, and excellent complement to traditional training. The employee realizes there is a gap between where they are and where they want to be (skills, knowledge, career, achievement, etc), but isnt sure how to address it The employee will be helped by sustained, objective support Skills required for good coach and mentor Getting people to change is becoming increasingly important in our rapidly changing work environment. The dominant view of organizational leaders is that getting people to change just requires information and the right motivation: we need to know what has to be changed, and then use incentives to inspire people to behave differently. This is a reductionist perspective, which works well in any linear system: if a machine breaks down, we work out logically where the source of the problem is, and then simply replace the part. However, if the thing broken is someones communication style, finding this out and trying to replace the part is not realistic. In fact, the more information we have about a human problem, the deeper the problem may become. [5] The above discussion shows the complication of the process of coaching and mentoring, that both of these are not an easy task to do, and it often requires skills, abilities and experience in the relevant field for the person who is going to take the position as coach or mentor in the organization. The skills required by a coach or mentor also depends on the field in which he / she is going to provide the mentoring or coaching facility, following is brief description of the most popular skills required by a coach and mentor in order to fully satisfy the needs of his / her job role. Skills required for good coach As coaching is a very structures and organized activity in each and every organization, so the person who is to be called coach must be having enough skills and abilities to organize people, lead people, and plan well in order to improve the humans skills and abilities and also to overcome on their weaknesses. Following are core skills to be found in a good coach. Must be able to provide facilitate clarification of the goal Available to employees all the time to guide them from a start point to the finish Maintain a threshold to keep focus/track Provide sufficient knowledge and help to employees that they may overcome on hurdles in pursuit of the goal. Strong Interpersonal Skills Technical Competence Patience Trustworthiness A Non-judgmental Attitude Belief in Lifelong Learning Skill at Providing Instructional Support Good Listening Skills Skills required for a Mentor As mentoring is more focused on individual relations in organization, normally this relation exits between an experienced and new staff member, the experienced member of staff is normally called as mentor, so the requirements from mentor is that he / she must have enough experience to work for that organization, and have all the related data and information on the products, services, and structure of the organization. A successful mentor should have the following skills Able to corrects mistakes Acts as a personal cheering squad Guides in improving the future Provides counsel and wisdom Supports the journey from fantasy to reality Provokes thought and wider perspectives Leadership behaviors and styles The activities and processes of coaching and mentoring needs the role of leader in organization who initiate the process, set the targets for it, and then plan the procedures to achieve the targets by proper coaching and mentoring activities, and during these activities also evaluate the process and its success by setting milestones, and motivate their team members and employees towards the achievement of their career and organization business objectives. Coaching and mentoring are two personal development methods that nurture a persons own abilities in order to improve behavior and performance. The processes of coaching and mentoring are similar insofar as they are both a series of conversations (spoken or written) between two individuals. However, there are subtle but significant differences in aim, emphasis and style. Coaching tends to be viewed as more task-oriented, skills-focused, directed and time-bound, whereas mentoring is more focused on open-ended personal development. The reality is that there is considerable convergence and overlap between these approaches. To get the best out of mentoring and coaching, we need to start by exploring their origin, evolution and application to leadership development. [6] The achievement of organizational goals largely depends on the humans working for that organization organizes different activities and the results of those activities depends on how much they are dedicated towards those activities and how much the organization staff members are motivated. The word motivation is common in everyday language, but is not easy to define rigorously in a scientific context. The concept of motivation is related to, but distinct from other concepts, such as instincts, drives, and reflexes. Motivated behavior is usually goal oriented; the goal may be associated with a drive such as hunger or thirst (called primary motivation). However, motivation is also closely tied to sensory stimuli: an animal will not usually exhibit eating behavior unless food is presented. Unlike instinctive behavior, motivation depends on affect (emotional state). Finally, motivation can be learned (in which case it is called secondary motivation) and typically elicits more complex beha viors than simple reflexes. Motivation theories and coaching / mentoring There are so many motivation theories by different management writer; the focus of each and every motivational theory is on the fulfillments of the needs of individual working for that organization and through highly motivated humans the achievement of the organizational goals. In this part of the assignment I will focus only on one motivational theory (Hull theory) which is very closely related to the gaining motivation of employees through different activities of coaching and mentoring. Hulls Theory Hulls theory provides a framework within which motivated behavior can be analyzed. Hull (1943) proposed that the initiation of learned, or habitual, patterns of movement or behavior is called motivation. In addition, Hull proposed a distinction between primary motivation, the evocation of action in relation to primary needs, and secondary motivation, the evocation of action in relation to secondary reinforcing stimuli or incentives. Primary motivation is the cornerstone of Hulls drive reduction theory. According to Hull, events that threaten survival give rise to internal drive states, and behaviors that act to reduce drive are thus rewarding. For instance, lack of food causes an increase in the hunger drive, and the consumption of food is rewarding because it leads to a reduction in the hunger drive. In our daily experiences we are faced with a continuously fluctuating combination of multiple drives and incentives. Somehow we must be able to select the behavior that is most appropriate in a given situation, while suppressing other, less adequate behaviors. Thus, motivated behavior requires a form of competition. According to Hull, at any given time the behavior with the greatest potential to reduce a given drive is released. If the drive persists, that behavior is inhibited, and the second strongest response in the drive hierarchy will be released, and so on. The concept of the Hulls theory shows that organization can get the benefits of the employees skills and knowledge about the job role if that employee is highly motivated, and motivation can only be gained through proper process of coaching and mentoring activities. Assignment Task 2 The requirements from this task are to measure and critical evaluate the current academic debate, and also a critical reflection of the learning during this course and assignment. Evaluation of academic debate We have described motivation as the internal force that energizes behaviors, and that determines which particular behavior will be emitted in response to a given set of environmental stimuli and to the internal needs of an organism. Motivation is a complex topic of research that has been studied from many different approaches. During this coursework I come across the different areas of management which focuses on the development of human resources in the organizations in order to achieve the organization goals and objectives, coaching and mentoring are the two most important activities in this regard which are most widely used and practiced in different organizations. The theories of different management writers have declare the motivation as the key factor in getting human involve in the activities of the organization which will not only results in the betterment of the individual skills and learning but also make the organization goals achievements realistic one. The academic debate during this course was very enough to meet the requirements in proper way and make the students able to understand the core of the issues which influences organization business and why they need to have an individual or group of individuals as coach and mentor in the organization and they use different motivation concepts in order to motivate the organization staff to get the desired results of the process. The nature of coaching and mentoring activities also depend largely on the size and structure of the organization, the nature of their business, the products and services they produce and how much they are focused on the personal and professional skills development of the humans working for them. These activities help in micro skills development, and the micro-skills of coaching include helping the manager develop the skills and attitudes to help and individual manage situations from within their own resources (Egan, 2004). During this stage of the training, the individual is introduced to the concepts of Empathy, Respect and Genuineness. Reflection on academic learning During this module I come across different concepts of human resource development in the organization, how to motivate individuals working for organization, how the management of the organization implement different management theories in order to get the desired results of the activities like coaching and mentoring, the process of human resource development and motivation, that how an individual working for or on the behalf of the organization can be motivated to put their hundred percent in performing their job role and focusing toward their personal and professional skills development, and through the proper use of their skills and knowledge the achievement of their organizational goals and objectives, while the employees must understand the importance of the coaching and mentoring activities which the management of the organization conduct for them and actively participate in those activities for their own personal and professional skills development, and learn the knowledge and information which will make them able to perform their job role very efficient and effectively. Conclusion and Recommendations To achieve the business goals and organizational objectives organizations use the different approaches which are discussed in very detail in this assignment. In this part the conclusion is given of the overall debate some recommendations for organization management who wish to improve the standard of coaching and mentoring in their organizations. Coaching had its origins in the world of sports, with coaches helping competitors to achieve success through structured and focused instruction and tutoring. In the 1980s, executives of major companies realized the potential a coaching-style intervention could have in helping them to work more effectively. Such approaches also permeated the development world. In the 1990s the Community Development Resource Association (CDRA) in South Africa was using such an approach as part of its development practitioner formation programs. Mentoring has been practiced in different cultures for hundreds of years. But it is only recently that mentoring has been (re)discovered by the private sector, and now by the civil society sector, as a mechanism for leadership development. The origin of mentoring can be traced back to Greek mythology. When Odysseus left home to fight in the Trojan War, he placed an old, trusted family friend, Mentor, in charge of his household, thereby delegating responsibility for protecting and educating his son Telemachus. A mentor therefore conjures up images of a wise and trusted advisor or counselor. Some African scholars make the point that such roles were commonplace in Africa long before ancient Greek civilization. The extensive literature on coaching and mentoring reveals no single definition of either term, but rather a collection of definitions that help form a picture of what the processes involve. Much of the literature explores different models that can be used and adapted by coaches and mentors, depending on their personal style and their situation. According to many definitions, while coaching and mentoring share the same principles, coaching is primarily focused on performance within the current job and emphasizes development tools, while mentoring focuses on longer-term goals and developing capability. The word motivation is common in everyday language, but is not easy to define rigorously in a scientific context. The concept of motivation is related to, but distinct from other concepts, such as instincts, drives, and reflexes. Motivated behavior is usually goal oriented; the goal may be associated with a drive such as hunger or thirst (called primary motivation). Those organizations who wish to improve the standard of their human resources through structured process of coaching and mentoring, I will suggest the following in light of what I studied during this course and preparation of the assignment. Try to make the human resource management department well structured and influential on the decision making regarding human development in the organization. Hire only those individuals as coach or mentor in the organization who have past track record of working in such organization environment. Satisfy the needs of the human resources in order to make them highly motivated. Motivated employees can only focus towards their personal and professional skills development and can contribute to the goals and objective achievement of the organization. The organization needs to invest in their human resource, and this investment will lead them to become the market leader in their product and services. The management should always identify the weak areas and the need for coaching or mentoring, and the employees should fully cooperate with the management to achieve the best of results from the process.

Admission to Business Program

My experience prior to enrolment in Seoul business school includes everything I need to succeed in the program and later on – technical expertise, leadership challenges, and work in multicultural environments. The course in Seoul business school will surely help me to take these skills to a new level and build on that course as yet another prerequisite for a successful career.Since my background is in IT, I started to build my professional career with gaining technical skills in the area I believe to be the most crucial in propelling global growth and spearheading development. Working for 7.5 years as a technical project manager at the Bank of America in Korea, I accumulated substantial knowledge in my specific area.Being a highly qualified professional, I was appointed to supervise a project that involved IT specialists from both European and Asian branches of the company. With the environment being multiethnic, multilingual and multicultural, I found myself at the crossing p oint of various perspectives, viewpoints and ways of doing business.At this point, I realized that the main focus of project management was not technical expertise that I had already begun to take for granted, but business communication skills specifically attuned to multicultural environments in global companies. Grasping intuitively for ways to bring the maximum efficiency to the project, I found gaps in my cross-cultural education and management skills.Relying on my traditionally strong problem-solving skills, I was able to resolve most situations, but each time I came across a management problem, I felt that I could do better than before with help from a knowledgeable instructor. Since trying to do my best is one of my inherent traits as a professional, I decided to leverage my experience with the help of an education, which is the reason why I decided to pursue a new course in international management to help me advance the business side of my work.This international focus is t he reason why I chose Seoul business school, renowned for its international student body and diversity of program. I was impressed with the well-balanced curriculum of the school that provides intensive training in strategic management, building in students skills applicable in any part of the globe.During my studies, I hope to make a breakthrough in my understanding of international management and learn from students with diverse backgrounds, incorporating their perspectives and transforming them into my own unique management style.I do not expect ready-made answers from my business studies – instead, I am seeking a chance to rise above my current level with the help of new knowledge and take a bird’s-eye view of my future career path and goals. With the impact of a quality business education program, I am sure to attain new horizons in my career, becoming a successful international leader.With my previous experience in leading projects and motivating people, I feel t hat I will be able to incorporate the elements of the program to achieve success in any future endeavours.2) Tell us about a time when you came up with an innovative solution to a challenge or problem.Most would think that IT jobs are mechanical and boring, leaving room for creativity. In my experience, however, I found that the greatest challenge is not the technical problems that can be overcome after some careful thinking; people, on the contrary, are an ongoing challenge as they generate all kinds of surprises.Dealing with my IT staff, I had to bring up all my creative potential to help our employees open up THEIR potential for creativity, problem-solving and other skills.Empowering IT employees was my greatest challenge since we all spent an enormous time sifting through petty technical problems. Forcing subordinates to run and check with me every small detail was consuming a lot of my time that could have been used for better purposes. At one point, I became so exhausted with the process that I felt some sort of solution was necessary to relieve them of the fear to make the decision on their own.Teaching them to progress slowly seemed a good idea which led me to instruct them to solve at least one problem a day on their own, selecting from the range of problems they previously reported to me.At the end of the day, we all had a five-minute assembly in which the team members would share what kind of problems they ventured to solve on their own and what solutions they came up with. It proved that their solutions were for the most part sound, so that our project did not suffer any major disruptions in its functioning.The greatest asset of my invention was the psychological climate in the team that was suddenly transformed as employees began to sense a change in their role. No longer cogs in the machine, they were now independent thinkers, feeling the drive to expand the boundaries of their knowledge to meet their new function.To do this, they shared informat ion with each other in more frequent exchanges and would come up to me, but not with the details of a specific problem as before, but with broader questions that gave me a chance to increase their expertise. Our cooperation assumed a more lively character, and I could sense that my employees were now getting more satisfaction from their work.Little by little, we went from one to two, then to three independently solved problems a day. This change significantly increased the capacity of my subordinates, expanding the productivity of our teams that could now process more tasks in the same limited timeframe. Most importantly, my invention helped to remove the fear of mistake in my subordinates, making them aware of their strengths at problem-solving.Needless to say, I was deeply satisfied with the results and since then, have continuously been thinking about other possible innovations aimed at employee empowerment. I believe that helping people to bring out their potential is the most r ewarding function of the managerial job that is lead to a breakthrough in the project’s chances for success.3) Tell us about one thing in your personal or professional life for which you have a great deal of passion.Throughout both my professional and community involvement, I have been trying to make my input valuable by trying assist those who are hampered by disadvantages that are no fault of their own. This can include helping the disabled, the poor, or those living in developing nations. Among the activities in which I engaged with a lot of passion, the memory of volunteer work in an NGO stands out from the rest.Perhaps the reason is that, in my feeling, with this work I could make a real difference in the lives of many people. I first started volunteering simply out of desire to help a friend working at the same NGO. As I began to see the bigger picture of what they do, I felt the need to make my personal contribution to the lives of people in developing countries.The wo rk there really kept me in touch with what was going on in the rest of the world where people were less fortunate than myself and offered wonderful opportunities for striking up friendships and making contacts.Having a successful professional background to draw upon, I felt myself both able and obliged to use my professional expertise to assist the populations of developing countries like Cambodia in improving access to information communication technology in rural and remote areas.In my view, the capacity to utilise existing and evolving communication possibilities will be the key to these nations bridging the gap between their present condition and the industrialised world. It was exciting to think of how I can use my time and skills to help people around the globe make a transition to the information society which would be the necessary prerequisite for building sustainable economies.My work in the NGO began from writing an e-mail newsletter and continued with preparation for sem inar aimed at raising a subscription. Finally, I saw myself planning new initiatives within the organization to utilise existing capacities in the realm of information technology in order to facilitate information exchange with developing nations. We launched a few projects aimed at giving all people equal opportunities in the realm of information access.I found working there that with my experience in the field I could often provide other people with advice that helped them to get a more coherent picture of what was going on in information technology and how the organization’s resources in this area could have been used with the maximum efficiency.I believe that by applying our individual knowledge to help people in the less developed world we can truly make a difference since more affluent societies provide their members with more opportunities to acquire expertise in the professional field.Once we absorb this professional knowledge, we can use our creativity of our minds t o generate new ideas and connect them to the needs of other people. In my volunteer work, I did my best to leverage my previous experience to create a stimulating information-rich environment for other people where they, too, could have used their natural abilities to develop the economies of their nations. My deepest belief in the fundamental right of all people to have equal access to information fuelled my passion for this rewarding work.4) Please detail the five-year plan for your career including the jobs you would like to have, how you would leverage your education, and how you would otherwise prepare yourself for this path. Tell us why your goals make sense given your plan and your background.In my post-school years, I am determined to integrate my previous experience with the knowledge obtained in the school to succeed in a career that will incorporate my technical and management skills. Within a five-year timeframe, I hope to become IT consultant in a global company, concen trating on providing top-notch services to customers all around the world.An education obtained in Seoul Business School will be an important factor in my success as IT consultant. Working in a dynamic, challenging business environment of IT consulting requires continuous improvement of one’s skills, ability to think on one’s heels, out-of-the-box solutions, and ability to meet the most unexpected customer needs.A broad base of business knowledge I hope to gain from Seoul Business School will enable me to get a deeper insight into the nature of my clients’ businesses and prompt more productive solutions that can advance their operations in innovative, effective ways.Having a quality educational background to draw upon, I would be able to utilise this knowledge to meet the diversified needs of customers with flexibility and speed, making a contribution to the success of many companies around the globe.

Organizational Behavior Analysis Of Pr Child Inc Essay

Organizational Behavior Analysis of PR Child Inc. dba Ace Hardware Background I interviewed Phillip Child, owner and president of PR Child Inc. dba Ace Hardware. During the consultation I learned that Mr. Child has be involved in retail sales for 39 years with a background in hardware management for 13 years. He owns multiple Ace hardware stores in northern Utah and Manages 43 employees. His education background consists of a high school diploma and various management classes offered through seminars and conferences throughout the past 18 years. Mr. Child is doing a great job at Ace hardware managing his Ace Hardware stores. There are many improvements that can be made to the processes and procedures for PR Child Inc dba Ace Hardware that I feel will be able to promote a more efficient use of their time and resources. Through questions and discussion with Mr. Child I have collected the following information and analysis. Core Management Functions There are some items that can be improved from a management function standpoint. Mr. Child is completing the majority of the upper-management responsibilities as well as some responsibilities that are generally seen in a middle management setting. The majority of his time is spent on the sales floor with employees or customers. He spends about 75% out with employees leading and working with them. He will spend about 18% of him time organizing by going through paperwork or building schedules. Then the last fraction of his time isShow MoreRelatedCorporate Governance Benchmarking Paper6593 Words   |  27 Pagesunethical practices leading them to the examination of compliance controls. According to MARKETLINE (2010) stated, â€Å"For instance, the group has faced warnings over the past several years as it sourced cocoa from farms in the Ivory Coast, which employed child labor† (p. 25). Nestle was criticized for purchasing cocoa from Ivory Cost, which th e cocoa may have been produced by minor slaves. The minors who produced cocoa were bought from their desperate parents and transported to the Ivory Coast. The minorsRead MoreEssay Business Omm 6402896 Words   |  12 Pagesimportant because it provides individuals within a group, organization, club or society with a set of rules, standards and guidelines to operate within. When employees dont have a code of ethics, they could engage in less-than-socially acceptable behavior. This can establish a bad reputation for an organization. When people dont obey the code of ethics it can tarnish their representatives as well as the groups or organizations reputations. This can diminish their standing in the communityRead MoreBrand Strategy and Imc11643 Words   |  47 Pagesinfluencing all messages sent to these groups and encouraging data-driven, purposeful [pic][pic][pic][pic][pic]Ads by Google Full-Text Online Journals Full-text journals for academic  research at Questia Online Library. www.Questia.com/Journals Euro PR Communication Only event for Pharma/Biotech Comm  Execs to discuss current challenges www.exlpharma.com/europr Free Communication Course Download Free Communication Booklet  With Easy-to-Use Steps Now! VolunteerMinisters.org dialogue with themRead MoreFashion Industry China: Csr Case5929 Words   |  24 Pageslargest clothing producer in the world, and has the largest production capacity for textile mill products consisting of cotton and silk (Qiu, 2005). Table 1 – General description of the six companies selected (data from 2011) Company Inditex SA HM Gap Inc. Levi s Hermes LVMH HQ Spain Sweden USA USA France France Market Mid to low income Mid to low income Mid to upper income Mid to upper income Higher income Higher income Total revenue (billion) $ 17.53 $ 15.1 $ 14.55 $ 4.8 $ 4.8 $ 30.08 Net Profit (billion)Read More2006 Arroyo Case Study31910 Words   |  128 PagesOrganization Chart †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ xi 2006 Application Form †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ xii Glossary of Terms and Abbreviations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ xiv Preface: Organizational Profile P.1 P.2 Organizational Description †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ xviii Organizational Challenges †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ xxi Category 1—Leadership 1.1 1.2 Senior Leadership †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Governance and Social Responsibilities†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 3 Category 2—StrategicRead More2006 Arroyo Case Study31910 Words   |  128 Pages†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ i Organization Chart †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ xi 2006 Application Form †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ xii Glossary of Terms and Abbreviations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ xiv Preface: Organizational Profile P.1 P.2 Organizational Description †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ xviii Organizational Challenges †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ xxi Category 1—Leadership 1.1 1.2 Senior Leadership †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Governance and Social Responsibilities†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 3 Category 2—Strategic PlanningRead MoreH2O Can Expand Operations from Germany Into the Us30890 Words   |  124 PagesWork Contracted for the H2O Corporation By Kibitzer Inc. Kathryn Dulanski—kdulanski@hotmail.com Bethany Dutes-- bdutes@my.devry.edu Eugenia Greaves-- Greaves92@hotmail.com Tracy Miller-- miller.tracy27@yahoo.com Sherry Montgomery-- sherry.montgomery@hotmail.com Keller Graduate School of Management HR600 Human Resource Planning February 24, 2011 Brian Nisbet Table of Contents Background Introduction Outline and Review of HRIS Systems Explanation of Manpower and TechnologyRead MoreManagement Course: Mba−10 General Management215330 Words   |  862 PagesManagement Course: MBA−10 General Management California College for Health Sciences MBA Program McGraw-Hill/Irwin abc McGraw−Hill Primis ISBN: 0−390−58539−4 Text: Effective Behavior in Organizations, Seventh Edition Cohen Harvard Business Review Finance Articles The Power of Management Capital Feigenbaum−Feigenbaum International Management, Sixth Edition Hodgetts−Luthans−Doh Contemporary Management, Fourth Edition Jones−George Driving Shareholder Value Morin−Jarrell LeadershipRead MoreHuman Resources Management150900 Words   |  604 Pagesprofessionals and operating managers must view HR management as an interface. Discuss why ethical issues and professionalism affect HR management as a career field. ââ€"  ââ€"  ââ€"  ââ€"  ââ€"  3 HR TRANSITIONS HR Management Contributes to Organizational Success More effective management of human resources (HR) increasingly is being seen as positively affecting performance in organizations, both large and small. A joint venture between General Electric and a Japanese company, GE Fanuc is a manufacturerRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesOrganizational Behavior This page intentionally left blank Organizational Behavior EDITION 15 Stephen P. Robbins —San Diego State University Timothy A. Judge —University of Notre Dame i3iEi35Bj! 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Theories of Motivation Essay - 464 Words

Theories of Motivation What is motivation? According to text, motivation is defined as a set of factors that activate, direct, and maintain behavior, usually toward a certain goal. Motivation is the energy that makes us do things: this is a result of our individual needs being satisfied so that we have inspiration to complete the mission. These needs vary from person to person as everybody has their individual needs to motivate themselves. Depending on how motivated we are, it may further determine the effort we put into our work and therefore increase the standard of the productivity. There have been a wide variety of theories about motivation developed over the years. Several are drive-reduction theory, arousal theory, psychosocial†¦show more content†¦In more simple terms: the higher the arousal the more the dominant response occurs. When biological needs (such as food, water, and oxygen) are not met, we go into a state of anxiety that enables us to reduce the drive. The purpose of these biological drives is to keep us from harm and alive. Some examples of these biological drives include hunger, thirst, sleep, and pain. All can act as a motive to change our behavior. For instance, if you are hungry you can become motivated to eat, and if you are thirsty you can become motivated to drink something. In order to keep our body alive, we need to satisfy our drives. Our body does this through a biological concept called homeostasis, which simply involves keeping the body in balance. For example, when you have not eaten for a while your blood sugar level drops, therefore, making you feel hungry. After you eat enough to satisfy your hunger, your blood sugar rises back up and you no longer feel hungry. Homeostasis allows your body to remain at a sufficient level by satisfying your hunger at the right time and stopping you from eating more when at a safe level. In comparison to drive-reduction theory, arousal theory states that we are motivated to uphold a c ertain level of excitement in order to feel relaxed. Motivation will have an effect on the intensity of the arousal we encounter. In fact, motivation leads to a state of arousal, depending on the levels of adrenaline producedShow MoreRelatedTheories Of Motivation And Motivation Theories1493 Words   |  6 Pagesextent, needs of theories of motivation are still relevant to contemporary management practice. Theories of motivation are important as it helps managers to understand their employees’ needs of motivations, and to motivate their employees to perform and excel better. There are several motivation theories; this essay will briefly explain six major theories of motivation and discuss three of the theories in more detail. This essay will also explain the needs theories of motivation, and will focus onRead MoreMotivation Theory : Motivation And Motivation846 Words   |  4 PagesProfessor Jones Psychology April 28 2016 Motivation Theories Having motivation to do something is very important. Motivation plays a huge roll in everyone’s life, even If someone has very little motivation. There are several types of motivation such as Instinct and drive motivation. These two motivations are quite similar, but different at the same time. I will compare and contrast both of these types of motivation and what I think about them. These motivations are very important to your life and canRead MoreMotivation Theories Of Motivation And Motivation Essay1020 Words   |  5 Pages Overview of Presentation What is motivation? Cognitive theories of Motivation Forms of Motivation Motivation Theories Profile of Motivational Problems How to Motivate Students What is Motivation? Many different theorists have tried to define what is meant by motiviation. Urdan and Schoenfelder (2006) defined Motivation as follows: â€Å"Motivation is a complex part of human psychology and behavior that influences how individuals choose to invest their time, how much energy they exert in any givenRead MoreMotivation And Theory Of Motivation1464 Words   |  6 PagesIt is suggested by psychologists that motivation can be understood as a technique that works as a model that starts and maintains behaviours. The reason we all act or do something is caused by motivation; it is related to the emotions, biology and the social factors that influence behaviour. It is usually a term used to explain why an individual will do something, the reasons behind that action. Moreover, The term motivation refers to factors that activate, direct, and sustain goal-directed behaviourRead MoreThe Theory Of Motivation And Motivation1401 Words   |  6 Pages Schools of thought in relation to motivation refer to the theories developed by different psychologists to explain motivation in dept. it is crucial to understand motivation and the factors that cause it since it contributes to achievement of one’s goal and desires in life. Therefore, motivation can be described as the process of enticing an individual through a reward to increase the occurrence of a specified behavior in an organization. Different factors can be used as motivators in an organizationRead MoreThe Theory Of Motivation And Motivation1010 Words   |  5 PagesMotivation is defined as an act or process that inspires and stimulates a person to be an effort to achieve a goal. It not only puts employees in act, but also makes them feel interesting with their job. As a result, most of employees are feeling satisfaction with their job, becoming creativity, innovation and productivity as well. However, to successful in motivating the staff is required an appropriate met hod that meets with all staff’s need. Otherwise, it is seems to useless in driving the employeesRead MoreMotivation Theory And Expectancy Theory Of Motivation1742 Words   |  7 Pagesplace. This problem mainly occurs in organisation when there is lack of motivation, lack of organisational justice, negative culture and low morale. The purpose of this case study is to give brief view about, why employees had to face these problems and how to make positive culture and what and where the changes are required for the WA force. This report introduces MARS motivation theory and Expectancy theory of motivation for improves officers’ behaviours towards force, with that how can they fillRead MoreMotivation Theories And Motivation Of Employee Motivation Essay1517 Words   |  7 Pagescontrol and some that are not. Employee motivation is something that can directly affect an organizations production. It is no secret that un-motivated employees equates to un-productive workers, but how can we combat this? In order to better understand this concept we will look at the definition of employee motivation, some of the motivation theories and some motivation techniques that could be useful in our organizations. What is employee motivation? Motivation is a word used quite often in many differentRead MoreMotivation Theories1236 Words   |  5 PagesThe four motivation theories are Biological theory, Psychosocial theory of motivation, Biopsychosocial, and Achievement theory. Everyone has their own motivation in life for continuing education, and career choices. Each person also has Intrinsic and Extrinsic motivators. Intrinsic is an internal motivation for self satisfaction. Extrinsic is an external motivation, or reward for a person’s accomplishment. Motivation Theories: Linda was motivated to go back to school because she wanted an educationRead MoreMotivation Theories1577 Words   |  7 Pagesâ€Å"Motivation is the will and desire that a person has to engage in a particular behaviour or perform a particular task† (Lawley King, P269). In life motivation will be needed to enhance the workforce in various ways, many organisations will use motivation to increase the percentage yield of an individual or to make an individual feel a part of the business or organisation. Incentives have a huge influence on behaviourist extrinsic approach. In addition other aspects; humanist theorist, intrinsic