Behavioral Motivation to Work - A study by Artur Victoria

The need-drive-goal cycle represents a type of process approach to motivation. Cognitive dimensions are present in the goal in the motivation cycle. Cognitive elements have played a central role in certain theories of motivation. The cognitive approach emphasizes our ability to make conscious, rational decisions and have perceptions concerning things like input/ output ratios and the value and probability of attaining future outcomes. Cognitive process theories recognize the complex nature of organizational behavior. Two of the most recently popular process theories with a cognitive perspective are the equity and expectancy theories of motivation. leia todo o artigo

The Human Resources Executive - A study by Artur Victoria

The human resources executive emerges as an internal consultant, a business effectiveness agent for purposeful and progressive change. His background of training and development point to a generalist orientation as contrasted with the more narrowly focused point of view of a specialist.

Modern management at top organizational levels is beginning to recognize the need for high-level staff help in the solution of corporate problems-a great many of which can be traced to deficiencies in human resource management. Thus, though the staff role of the human resources executive used to be restricted to policy formulation and routine, traditional personnel activities, general management now looks to him to take an active role in stimulating change. His role as passive onlooker is a thing of the past. leia todo o artigo

Management Authority - A study by Artur Victoria

The formal lines of management authority give a misleading picture of how good management works. There must be an organization structure, but the formally defined relationships of which it is composed are no more the reality of management than the rules of football are the game itself. Organization charts are necessarily based on the definition of responsibilities, and taken by themselves give the impression that management consists of instructions handed down by superiors to subordinates. In practice good management does not work like this, it works through co-operation among members of teams. The manager is not so much an order giver as a co-coordinator of the skills of the members of his team.

He has the formal authority to overrule members of the team because in the last resort he is responsible for what is done, but if his normal approach is authoritarian he cannot be using his subordinates abilities to full advantage. There is a distinction between employee-centered and job-centered supervision. Job-centered supervision proceeds by breaking the total operation into simple components, selecting people to do them, training these people, supervising them to see that they do the work properly, and wherever possible providing a monetary incentive scheme to get the required motivation. In this system the initiative and decisions rest with management and operatives are merely required to carry out instructions. leia todo o artigo