EXCITEMENT FACTOR AT WORK PLACE

SUBMITTED TO:- SUBMITTED BY:-

Mr. M. C. JOSHI RICHA SHARMA
Asstt. Proff. MBA (HHM)
LSB R1010A23
11008815
EXCITEMENT FACTOR AT WORK PLACE
EXCITEMENT:
An emotional state characterized by its potential for impulsive or poorly
controlled activity.

"Excitement" should be distinguished from a feeling of satisfaction. It is this

loss of excitement that the individual experiences which companies often refer
to in terms of losing the spirit and energy of the firm as it grows larger in size.
Satisfaction refers to a need being fulfilled. It is a low tension state, allied with
contentment. The key distinguishing characteristic of these two states is the
degree of alertness and energy contained in them. One of the most critical issues
facing managers of high tech companies is how to retain the spirit of excitement
and energy as the company grows. Interviews with managers of these
companies reflected the view that the spirit of excitement and energy which is
so palatable in smaller software companies, somehow dissipates in a seemingly
inevitable way as the company increases in size.

It is common sense that it is desirable for management of an organisation to

have defined strategic goals and values that employees need to be committed to
these goals and values.

DEVELOPING A SENSE OF EXCITEMENT IN JOB

A sense of excitement can be created by concentrating intrinsic motivating
factors such as responsibility, achievement and recognition and using the
principles to govern the way in which jobs are designed. Excitement in jobs is
also created by quality of leadership.

EMERGENCE OF WORK EXCITEMENT

The conceptual model for work excitement was developed by Simms and Erbin-
roesemann in 1989. Later studies confirmed the significance of organizational
factors consisting of working conditions, work arrangements, unit culture,
change, and variety. Individual (person) factors consisting of knowledge,
learning, growth and development, and interest in patients also had a significant
relationship with work excitement, leaving internal locus of control still to be
tested in the conceptual model.
According to me excitement at work place can be taken in two sense, i.e.
Negative and positive.

Excitement in negative sense can lead to harassment that can be sexual or

mental, or spoiling the atmosphere of work.

Excitement in positive sense means motivating the employees, creating different

and interesting ways through which job can be done. Putting some innovative
ideas, enhancing the work and making a joyous environment for doing work.

If people are excited then that is a much preferred situation to its opposite. You
need to find ways to channel the energy into concrete action; otherwise they
will spend all their
time brainstorming things but never implementing.

METHODOLOGY-There are many ways to explain that is;

-Analytical.
-Experimental.
-Qualitative.
But I will define methodology with Descriptive Research. Descriptive research,
also known as statistical research, describes data. Descriptive research cannot be
used to create a causal relationship, where one variable affects another. In other
words, descriptive research can be said to have a low requirement for internal
validity. In short descriptive research deals with everything that can be counted
and studied. But there are always restrictions to that. Your research must have
an impact to the lives of the people around you. For example, finding the most
frequent disease that affects the children of a town. The reader of the research
will know what to do to prevent that disease thus; more people will live a
healthy life. While excitement factor in the workplace brings about many
benefits to an organization [citation needed], it can also lead to many challenges

REVIEW OF LITERATURE
ARTICLE 1
Another time, another place
A wave of nostalgia is sweeping over the conference and meetings market as
more historical venues become available for hire. The biggest guardians of the
nation's treasures, English Heritage and the National Trust, are now actively
marketing their properties to the conference market. And both council-owned
and other private stately homes and castles have joined the fray. More than a
quarter of corporate buyers prefer an unusual venue, the key reason is that such
venues are seen to create an entire event experience. Ironically, tight budgets are
a driving factor in the rise of historic, potentially sumptuous venues. Using a
large historic building with its own land adds impact and often means people
can hold a meeting or conference in the morning, followed by activities in the
afternoon. The main factor for choosing an unusual venue is the added value.

ARTICLE 2
Investing Success in Two Easy Lessons
In investing, the good news is clear: Everyone can win. Everyone can be a
winner. The secret to winning the Winner's Game in investing is simple: Plan
your play and play your plan to win your game. And if you do not think and
work that winning way in investing, you will, by default, be playing the Loser's
Game of trying to "beat the market" - a game that almost every investor will
eventually lose. While all the chatter and excitement is taking place about big
stocks, big gains, and "three-baggers," long-term investment success really
depends on not losing - not taking major losses. Large losses are forever. If you
avoid large losses with a strong defence, the winnings will have every
opportunity to take care of themselves. And large losses are almost always
caused by trying to get too much by taking too much risk.

ARTICLE 3
WHAT PEOPLE WANT FROM WORK

Imagine a scenario – a fresh graduate is looking to enter the corporate world and
aspiring to make a mark in it. I am not really an HR veteran, but my observation
of today’s youth is that they are more agile than we were when we started out –
starry eyed and idealistic. The ‘Generation 2.0’ is focused and knows what they
want from their life – personally and professionally. They are no longer looking
for ‘just a job’ but a career. They are dynamic and willing to take risks by
choosing the road less travelled. They are realistic individuals, unafraid about
pursuing a career in photography, artistry or film, and not just the traditional
streams of accounting, law, medicine and engineering. They demand nothing
short of excellence from themselves, and those around them. The Y generation
will not settle for a job of comfort, or for an experience less than the best.

You would wonder, is it too much to ask for- a great job description, job
satisfaction and enough money to take home? The answer would have to be in
the negative – because Gen Y is willing to work hard and stretch themselves to
newer limits – at times placing their personal life on the back seat. This explains
the growing trend that we have observed of young managers who are quick to
climb the ladder, and early to retire. The mantra of work long, retire short has
indeed found many followers. HR managers would argue that the ideal mean is
to strike a balance between work and play, but more often than not, the
employees of today choose one over the other in a hurry to grow.

So we come to the key question – what do people really want from their work?
The modern age employee’s career would typically depend on his own choice
and preference but my experience with peers, employees and friends has led me
to believe that there are some parameters that emerge as the key reasons why an
employee would either love or hate his job:

ARTICLE 4
High-technology employee values in organizational culture: The
impact on retention
Despite the media and public attention to the economic recession, and the
negative impact of such tragic events such as the events of September 11th and
the collapse of the Enron Corporation, the need for top-talented workers in the
high technology industry continues to grow. The leaders of these businesses are
challenged to attract and retain their most valued employees.

Many of today's top-talented and valued high technology workers are

experiencing a luxury that has not been readily enjoyed in the United States for
nearly a half of century. The growth of the information technology sector
remains strong, and the demand for qualified workers within it remains high. In
fact, in many parts of the country, there are more technology-positions than the
number of potential and available workers.
A generation ago, the normal retirement of a worker required a lifetime of
employment within the same company. Now, through the advent of cash
balance accounts replacing the previously used annuity-based pension and
retirement plans, today's workers can select among a myriad of competing
employers after working for only a few years. After meeting the minimum
vesting time requirement, typically defined as three or five years, workers are
free to switch employers without losing or forfeiting their retirement or savings
benefits. Additionally, each year, more companies are replacing pension plans
with stock options and IPO grants, causing an exodus of workers on an annual
basis immediately following another vesting period. These aforementioned
factors have afforded today's technology workers the ability to choose not only
their employers, but also to some extent, the work environment, culture,
organizational structure, and benefits they value and prefer.

Varying factors are often part of an individual's criteria for determining his or
her place of employment. Compensation is normally one such issue, but seldom
is it the only issue or even the primary issue, when a worker decides his/her next
career move. The type of work, purpose, excitement, challenge, culture,
position, lifestyle, advancement opportunities, benefits, personal development
and business perks are also considered before the typical worker makes his/her
move.

The life cycles of technology are shortening, and new skills must be identified,
developed, and honed. This descriptive case study determines how postmodern
businesses must define their organizational cultures to meet these paradoxical
challenges: attract and retain valued employees by embracing the necessary
organizational culture changes necessary to align with values meaningful to the
workers.

A case study survey was conducted to identify many of the values perceived as
meaningful by the high technology workers. Furthermore, a descriptive and
ethnographical overview of the culture of the high technology industry was
identified. Ten management principles were offered that enable the postmodern
organization to meet these challenges. Finally, several examples of how some
high technology companies are currently coping with challenges and achieving
success are offered.

ARTICLE 5
What People Want From Work: Motivation

Motivation Is Different For Each of Your Employees

 employee motivation
 employee retention
 what people want from work
 employee recognition
 employee recruiting

Each Employee Has a Different Motivation

Motivate Your Employees

Motivation Employee Reward Employee Retention Employee Management Self

Motivation Tips

Every person has different motivations for working. The reasons for working
are as individual as the person. But, we all work because we obtain something
that we need from work. The something we obtain from work impacts our
morale and motivation and the quality of our lives. Here is the most recent
thinking about motivation, what people want from work.

Work IS About the Money

Some people work for love; others work for personal fulfilment. Others like to
accomplish goals and feel as if they are contributing to something larger than
themselves, something important. Some people have personal missions they
accomplish through meaningful work. Others truly love what they do or the
clients they serve. Some like the camaraderie and interaction with customers
and co workers. Other people like to fill their time with activity. Some workers
like change, challenge, and diverse problems to solve. Motivation is individual
and diverse.

Whatever your personal reasons for working, the bottom line, however, is that
almost everyone works for money. Whatever you call it: compensation, salary,
bonuses, benefits or remuneration, money pays the bills. Money provides
housing, gives children clothing and food, sends teens to college, and allows
leisure activities, and eventually, retirement. To underplay the importance of
money and benefits as motivation for people who work is a mistake.

Fair benefits and pay are the cornerstone of a successful company that recruits
and retains committed workers. If you provide a living wage for your
employees, you can then work on additional motivation issues. Without the fair,
living wage, however, you risk losing your best people to a better-paying
employer.

 Control of their work inspires motivation: including such components

as the ability to impact decisions; setting clear and measurable goals;
clear responsibility for a complete, or at least defined, task; job
enrichment; tasks performed in the work itself; and recognition for
achievement.

 To belong to the in-crowd creates motivation: including items such as

receiving timely information and communication; understanding
management's formulas for decision making; team and meeting
participation opportunities; and visual documentation and posting of
work progress and accomplishments.

 The opportunity for growth and development is motivational: and

includes education and training; career paths; team participation;
succession planning; cross-training; and field trips to successful
workplaces.

 Leadership is key in motivation. People want clear expectations that

provide a picture of the outcomes desired with goal setting and feedback
and an appropriate structure or framework.

ARTICLE 6
Dawn of the netbook; Cheap, svelte and robust, netbooks have
reached a unique tipping point. An impending broadband
revolution and rising incomes will render them as commonplace
as your cell phone.
Back at Intel's development centre in California, an altogether different scene
was unfolding. Intel, regardless of [Craig Barrett]'s public vitriol, had begun
work on the 'Atom' processor that was aimed at powering exactly the kind of
machine that Barrett was excoriating at Nehru Place a laptop 'lite' that people
were beginning to refer to as 'netbooks'.

Now, considering the popularity of multimedia applications, including games,

amongst youth, a relatively slower netbook will be sure to sink. Enter Nvidia,
which has developed the 'Ion' chipset which couples Intel's Atom processor with
a Nvidia graphics one. "There is a lot of high-definition video content, even
average users want to play casual games, so you cannot say that netbook users
are 'basic' users, says Igor Stanek, Nvidia's product PR manager for the Ion.
Still, fact is, the netbook's evolution has only just begun and its avatar today
may be radically different from what it will look like five years down the line. A
case in point is Nokia's Booklet 3G which by operating off a regular SIM that
you and I use in a phone, will promise to revolutionise the way people connect
to the Net while on the move.

Still, despite all this excitement in the netbook space, some challenges exist. The
netbook/notebook distinction is already becoming muddled. Computers with the
'netbook' form factor small screen, smaller keyboard and low weight but
packing in the processing power of high-end notebooks are becoming popular
as computer manufacturers increasingly dump the DVD drive. At the same
time, some netbooks are gaining larger and larger screens a 12-inch netbook is
only a bit smaller than a 13-inch notebook. This has given computer makers an
existential crisis. What then is a netbook? Computer makers are now defining it
as a series of features that include its lowcost hardware and the fact that
netbooks will live off cloud applications. Yet, some in the industry believe that
the 'netbook' term will incorporate all 10-inch (screen size) and below
computers.

ARTICLE 7

BORN TO LAUNCH
Following on the heels of a wildly successful technology company he had
launched while in university, Brick Eksten's first full-time entree into
entrepreneurship did not turn out quite the way he had hoped. What might have
left the young entrepreneur clamouring for a risk-free day job only fuelled his
fire. But after a couple of years, Eksten found himself restless and bored,
craving the excitement and vision that came with the early years of the business.
Resilient and passionate, Eksten typifies the 62 CEOs of the 2007 PROFIT 100
who have founded two or more companies during their business careers. What
drives serial entrepreneurs? Many are addicted to the rush of the start up.
Indeed, the energy and raw potential of launching a firm can be intoxicating.
Coupled with their love of turning a profit and the knowledge that no one
should put all their eggs in one basket, serial entrepreneurs have an insatiable
desire to bring ideas to fruition.

ARTICLE 8

The Bottom Line for Motivating Employees

Ten Basic Tips about Motivating Employees

Motivating Employees Achieves Your Goals

Employee motivation describes an employee’s intrinsic enthusiasm about and

drives to accomplish work. Every employee is motivated about something in his
or her life. Motivating employees about work is the combination of fulfilling the
employee's needs and expectations from work and workplace factors that enable
employee motivation - or not. These variables make motivating employees
challenging.

Information about motivating employees is readily available but it’s hard to

apply the ideas in many workplaces. Too many workplaces still act as if the
employee should be grateful to have a job. Managers are on power trips and
employee policies and procedures are formulated based on the assumption that
you can’t trust employees to do the right thing. Communication is never
transparent and there is always a secret message or a hidden agenda. Motivating
employees in this work environment is tough, if not impossible.
Fortunately, most work environments are not this extreme. They each have their
own set of problems, but managers appreciate that motivating employees will
bring positive results for the organization. These ten tips about motivating
employees provide a basic understanding of employee motivation. They also
target key areas for success in motivating employees.

Ten Tips about Motivating Employees

Here are ten tips about employee motivation and creating a work environment
for motivating employees. This is the bottom line for motivating employees.

 Every person is motivated. Whether that motivation revolves around

work, a hobby, the family, the spiritual side of life, or food, each person
has some items or issues about which he or she feels motivated to take
action in his or her life.
 You can’t motivate another person. You can only provide an environment
at work that is conducive to and supportive of employees choosing to
become motivated about issues related to work. Your actions in the
workplace either encourage motivated behaviour or they discourage
employee motivation. In some workplaces, company policies and
management behaviour actually squelch motivation.
 Actions and activities in the workplace that provide an environment
supportive of motivating employees don’t have to be expensive. In fact,
they don’t have to cost money at all. They don’t need to involve company
financed events or company sponsored parties, gifts, or monetary awards.
Activities and recognition that cost money are welcomed by employees as
part of the motivation mix, but their impact on motivating employees is
short term and will not over-ride the consequences of how people feel
treated everyday in the workplace.
 Much of the workplace environment that encourages employee
motivation involves management time and commitment: genuine interest
and caring, employee-oriented policies and procedures, and attention
from both senior managers and line managers are all appreciated and
valued.
 Motivation is prevalent in workplaces where people are treated as valued
human beings. Trust, respect, civil conversation, and listening prevail in a
workplace that fosters employee motivation.
 Clear direction plays a serious role in motivating employees. When I run
polls about what supervisory behaviour makes a manager a bad boss, the
lack of clear direction ranks first consistently. Employees want to know
exactly what you expect from them. When they have the reassurance of
clear direction, motivating employees becomes easier because you and
they have created a framework for their expected performance.
  Supervisors ask frequently about how they can motivate employees.
Wrong question. They can’t. But, supervisors can create an environment
for motivating employees. So, the right answer is that, generally, you
know what you should do; you know what motivates you. You just do not
consistently, in a disciplined manner, adhere to what you already know
about motivating employees. To be perfectly honest, since I am often
accused of viewing the world through rose-colored glasses, some
supervisors just don't care. They work to collect a pay check and all of
this stuff about motivating employees is just gobbled gook. (In these
cases, are you looking for a new employer?)
 Employee motivation is a constant challenge. What motivates one
employee is not motivating for another. Research indicates that while
treating employees nicely is a factor in motivation and happy employees
are also a factor in employee motivation, more is needed for a successful
organization. After all, a workplace of happy employees is great, but it
doesn’t guarantee quality products delivered on time, delighted
customers, or profitability – all essential to providing those happy
employees with jobs. Factors such as demanding goals, success
measurements, and critical feedback ensure the organization’s success.
 Actively solicit information from the employees who report to you and
from your co-workers about what motivates them. Employees know what
they find motivating and they can tell you if you ask. Following through
on the information you are given is key as employees test you constantly
to see if your word is good. If asked, people expect to see something
changed as a result of their response. If it doesn't change, and you don't
tell them why, you risk wasting all of your efforts in motivating
employees. Responding to employee needs and complaints is key in
motivating employees.
 Motivation at work is a choice employees make. No matter how hard
managers try or how supportive company policies are, there is a bottom
line for motivating employees. Employees choose to exhibit motivated
behaviour at work. You can know and do everything discussed here, but
employees are ultimately in charge of motivating themselves.

ARTICLE 9

LOW PRODUCTIVITY AT WORK PLACE

"Enthusiasm is excitement with inspiration, motivation, and a pinch of
creativity." - Bo Bennett

Although we understand enthusiasm, excitement, inspiration, motivation and

creativity, if these are found at work place and each in the right quantity can be
a tool that will help us define productivity. Then why there is low productivity
in many organizations irrespective of its size, resources, Managers?

Some of the commonly observed rather studied reasons for low productivity are
as stated below

Ambiguity in Job Profile:

It is observed that people think and deliver better when they know what is
expected from them and what they are suppose to do in office. It avoids
unnecessary complication and state of confusions while working.

Type of leadership used with in the organization:

Well matched leadership should be used depending upon the type and size of
organization Viz. bureaucratic, autocratic, benevolence etc. It will help to guide
the employees in right direction. A wrong leadership technique will play havoc
in the organization. No Ring Master attitude please!!!

Technology:

Again depending upon the manpower size appropriate software should be used.
Such software should be time saving and avoid multiple documentations work.
Complicated software or irrelevant technology will increase the work load and
thereby cause low productivity

Resistance to Change:

It is also one of the factors that prevail in the mind of the employees towards
certain situation, technology, people. It happens due some type of insecurity.
E.g. Manager hiring less competent executive for a vacant position.

Lack of flexibility:

An all time rigid schedules, deadlines create negative impact in the mind of
employees. It will refrain them to give their 100 % efforts towards the assigned
work.

No or Improper incentives:

No or improper incentives is also a cause for low productivity. Incentives,

accolade act as a motivational factor among the employees.

Lack of Professional Training:

Untrained employee will not be able to perform or delivery better qualities
results and thereby affects overall productivity.

No Promotions:

This will create stagnated and monotonous work profile. It will also create
negative work environment and Lack of promotion and challenging task leads
to stagnation at work place.

Lack of healthy competition:

A healthy competition triggers motivation among employees and vice-versa. It

acts as a catalyst to motive employees and performs better each time.

All time Tea time:

Employees when pay more attention to gossips, back biting, mocking will
create very bad work environment. It will not only deplete self performance but
also hamper others performance.

Unfocused Employee:

Instability in thought process and lack of focus also affects the productivity of
the employees. So there should be proper training given to make employee
more focused towards their job.

Irregularities:

Being unpunctual, frequent absenteeism also contributes to low productivity.

Proper measures should be taken to correct irregularities with respect to timings,
absenteeism and consultation should be given to the required people in case
required.

Work Nature:

Organization that ignores employee engagement activities does face poor

productivity. Also less challenging work creates monotonous environments.

Wrong Hiring Decisions:

Hiring decisions a very first step associated with organizations and

management. A wrong tool with respect to prospective employee assessment
will again distort hiring of right candidate. Wrong Job specifications concerning
years of experience, qualification, competence skill required will only add to
wrong hiring decisions
As discussed these are some of the controllable factors that affect productivity
of the employees to a great extent and this shortcoming should be dealt with
great care. Corrective steps should be taken and proper training should be given
to employees and improve work environment and thereby increase productivity.

However now days we are finding organizations coming up with number of

creative and scientific ways to increase the productivity of employees at
workplace...

Rakish Parikh, Chartered Accountant by profession and a Business setup

Consultant for India. Looking at the complex legal framework in India Rakish
decided to start a business setup advisory company in order to provide a relief to
the foreign investors in setting up there business in India. Primarily focusing on
the SMEs. With his consultancy company he has tried to provide a phenomenal
environment to the foreign investors and made an effort to make their Indian
setup an easy process.
So your are invited to India for setting up your business and taking an advantage
huge Indian market.

ARTICLE 10

Predicting workplace deviance using broad versus narrow

personality variables

Certain “Big Five” factors of personality are theoretically and empirically

related to workplace deviance. However, the Big Five are complex in that each
is comprised of multiple facets. To advance theory on how personality relates to
deviant behaviours, and to maximize the prediction afforded by personality
variables, we investigated the relations between the Big Five and their
constituent facets and workplace deviance. Usable data were collected from 198
participants with work experience. We found that the Big Five obscured
important facet–criterion relations. For example, Neuroticism did not predict
deviant behaviours, whereas its facet, Anger, was a significant predictor.
Moreover, five facets selected a priori by expert judges were found to predict
91% as much variance in deviance as did the Big Five. The implications are
two-fold: facet-level measurement and interpretation in personnel contexts may
be more (a) efficient and (b) defensible. Efficiency is enhanced by minimizing
the items needed to achieve comparable prediction, and defensibility is
enhanced by having a clearer content domain that is more readily linked to job
dimensions. Finally, theoretical understanding is likely to be greater for facets
than for factors because the former provide clearer insights regarding the
conceptual linkage with the criterion.
ARTICLE 11

Personality Instruments and Workplace Performance

The learning-and-performance industry is deluged with instruments purported to
help people (1) work better in teams, (2) manage more effectively, (3) hire the
right people, (4) promote the best people, (5) etcetera. Unfortunately, many of
these instruments have validity, reliability, and magnitude-of-effect issues,
despite being well-received by respondents and by learning-and-performance
professionals. For example, I will note problems with the MBTI Myers-Briggs
below.

Such instruments include multi-ratter 360-degree instruments, job-skills tests,

knowledge tests, and personality inventories. This blog post is related
specifically to personality inventories.

Personality instruments include the wildly-popular MBTI Myers-Briggs Type

Indicator and the DISC, plus all sorts of other tests indexed with colours,
shapes, and other personality dimensions.

The thinking is that people's personalities influence their actions and their
actions determine their workplace effectiveness. This makes sense intuitively,
but in practice it has not always been easy to show that personality affects
behaviour. Early excitement about this possibility in the mid 1900's (i.e., 1930
to 1960) gave way to scepticism, only rebounding into favour in the 1990's as
new research found evidence that personality tests could be used in relationship
to job performance. For a good historic overview see John and Srivastava
(1999, link in reference section below).

Recent research has generally found that personality inventories are related to
job performance, though the relationships may be modest and not always
consistent. Barrick and Mount (1991) did a meta-analysis looking at many
aspects of job performance and found personality to be a factor. Zhao and
Seibert (2006) found that the Five-Factor Personality types were related to
entrepreneurial skills. Clarke and Robertson (2005) found that personality was
related to workplace and non-workplace accidents. Barrick, Mount, and Judge
(2001) examined 15 different meta-analyses and concluded that personality and
performance were linked.

But this research needs to be understood with some perspective. As Hurtz and
Donovan (2000) and others have pointed out, the relationship between the five-
factor personality inventories and job performance can be somewhat limited. In
other words, just because a person scores a certain way doesn't necessarily mean
that they will act a certain way; while there is a slight tendency in the predicted
direction, it often is only a slight tendency. Hurtz and Donovan worry further
that when other indicators are used (e.g., previous job experience, interviews,
etc.), personality measures may provide very little additional information.
Moreover, they cite the worry that respondents can fake their responses on
personality inventories (see also, Birkeland, Manson, Kisamore, Brannick, &
Smith, 2006).

It is particularly important to note that personality research is now almost all

tied to the "Big-Five" or "Five-Factor" personality taxonomy. This taxonomy
measures personality along five distinct scales, including Openness,
Conscientiousness, Extraversion, Agreeableness, and Emotional Stability. The
“Big-Five” or “Five-Factor” Personality taxonomy has been validated in many
scientific studies (Digman, 1990; Hogan, Hogan, & Roberts, 1996) and is the
most widely-regarded of the many personality models, especially as it relates to
workplace behaviours. For example, Barrick, Mount, and Judge in 2001 looked
at 15 meta-analyses that investigated the relationship between the five
personality factors and job performance.

Other personality taxonomies have not fared as well. For example, the MBTI
(Myers-Briggs) has been widely discredited by researchers. It is considered
neither reliable nor valid. For example, see Pittenger's (2005) caution about
using the MBTI. The DISC has not been studied enough to be scientifically
validated.

Years ago, I used the MBTI in leadership training to make the point that people
are different and may bring different skills and needs to the table. While using
such a diagnostic seemed helpful in making that point, today I would use other
ways to get that message across or use instruments that are scientifically
validated.

ARTICLE 12

Managing the spirit of excitement in growing companies

One of the most critical issues facing managers of high tech companies is how
to retain the spirit of excitement and energy as the company grows. Interviews
with managers of these companies reflected the view that the spirit of
excitement and energy which is so palatable in smaller software companies,
somehow dissipates in a seemingly inevitable way as the company increases in
size. (The notion that "something happens" when a company gets "too big" is a
common one.) The question arising from this for managers is how that spirit of
excitement or high level of motivation is created in the first place, and how it
can be retained. In this commentary, some preliminary findings concerning the
excitement levels in different size high tech companies are presented. The
findings are based on the questionnaire results of 339 people from 11 high tech
software companies; 7 "small" companies with less than 50 employees, 3
"medium" sized companies with between 150-250 employees and 1 "large"
company with over 2, 000 employees in total. The average response rate for all
companies was 55%. For the small companies it was much higher, at 68%, but
in the large company it was 51%. The average age of the sample was 28 years,
average years in present company was 2.5 years, 80 were women with 259 men.
Most (96%) have at least a Bachelors degree so they represent a highly educated
sample.

ARTICLE 13

Creativity and emotion: the impact of fear, anger, excitement and

calmness at work place
As the world advances and becomes more complex, creativity is desired in
many situations, including the workplace. In order to maximize creativity in the
workplace, it is important to understand the factors that impact creativity,
including affect. When approaching the relationship between creativity and
affect, research has treated affect as falling into two categories: positive and
negative affect. As a result of the broad classification of affect, the relationship
between creativity and affect is unclear. The current study argued that the
inconsistencies in the literature are due to the broad classification of affect into
positive and negative affect categories. In examining early literature on
emotions, it is evident that an emotion such as anger would affect a person
differently than an emotion such as fear, but both would be classified as
negative affect (Gray, 1971). The current study addressed these issues by
examining the influence of four specific emotions (anger, fear, calm, excited) on
three critical cognitive processes in creativity (problem construction, idea
generation, idea evaluation). Unfortunately, the study did not provide support
for any of the hypotheses proposed. Although the hypotheses were not
supported, it is argued that the limitations of the study are at fault for this, and
that the relationship between specific emotions and the creative cognitive
processes creativity should be explored further, utilizing the suggestions for
future research provided.

ARTICLE 14
How VMWARE Work (WORK CULTURE)
At VMware, the passion to innovate permeates every aspect of the business. We
were founded on the belief that every person on the team matters and that what
we do would be "impossible without you." We are guided in our work by a
strong set of core values:

 Excellence and innovation

 Straightforwardness and open communications
 A sense of fun and an appreciation of a balanced life
 Delivery on our promises to our customers, our partners and ourselves
 A passion for what we do and the value we deliver

The VMware work environment provides the foundation for learning,

teamwork, collaboration, openness and fun. While each workplace is different,
several commonalities are found throughout our locations:

 Eco-friendliness
 Open doors
 Shared offices
 Comfortable communal spaces
 Game and relaxation rooms
 Wellness & community programs
 Free healthy snacks and drinks
 Onsite cafes and services
 Weekly social gatherings
 Quarterly all-hands meetings

What You Get

VMware's award-winning technology, market-leading position and culture of

excellence provide our 7,000+ employees in 40+ locations worldwide with a
platform for professional growth and the excitement of being an early-stage
innovator.

Our reputation for most trusted, industry-leading, award-winning solutions,

products and services naturally attracts great people. Our employees come to
work each day because they believe VMware provides them with the
opportunity to:

 Energize - Make an immediate impact and energize your career,

VMware, our customers, our partners, the industry and the world.
  Innovate - Voice your innovative ideas to simplify the complexity of IT
and work collaboratively with talented colleagues and an approachable
leadership team to research, develop and drive them to market.
 Lead - Work for the pioneer and global leader in virtualization solutions
from the desktop to the data centre as we lead the journey to the cloud.

Diversity

As the global leader in the virtualization industry, VMware recognizes a

culturally diverse workforce as a business imperative. It is VMware’s belief that
people are the essential component for the development of our technology and
the execution of our vision.

Diversity of thought is a key factor behind the company's business success and
growth. We have employees in 36 countries, and it is that diversity that helps to
drive our innovation, teamwork and commitment to creating world-class
virtualization products designed to transform the computing world. The blend of
different cultures, backgrounds, experiences and values contributes to our
commitment to understanding and executing on the needs of our customers
worldwide.

VMware casts a wide recruitment net with the goal of hiring, developing and
retaining the best talent in the market and ever-increasing diversity in our
workforce that can help us to achieve higher levels of technological innovation.

ARTICLE 15

Community in the work place

People yearn for a return to community, seeking a sense of connection with
others. Community in the workplace is increasingly important, because many of
us spend more time at work than we do anywhere else! The authors discuss
community at work and the stages of formation that true communities
experience. Practical helpful strategies for the nurse leader are shared.

Nurse leaders struggle to prioritize the many recruitment and retention strategies
proposed in the literature, by professional organizations, and at conferences and
workshops. Even organizations not experiencing a labour shortage understand
that with the first wave of baby-boomers reaching retirement age, attaining and
maintaining a vital and viable workforce is becoming a priority healthcare issue.
What are the most effective retention strategies? Creating a sense of connection
among workers and between employees and the organization is a proven
strategy.

Commitment to the organization is strengthened when events and occurrences

increase the employee's emotional connection with his or her work group and
when there is strong group cohesiveness. Called affective commitment, it is
built from strong healthy working relationships and a sense of community
within the work group. These factors increase the emotional ties that bind
employees to each other, as well as the community they form. The positive
effect on turnover has been demonstrated.

ARTICLE 16
7 Readiness Factors For Leaving Your Corporate Job to Work
Independently.

If you are thinking of leaving your corporate job in favour of working

independently, it's a good idea to take a good look at your reasons. There is a
pretty good chance that they are similar to the list below.

1. You are frustrated about the fact that your strongest skills are not
realized in your current job. This factor can be particularly important if
you are thinking of leaving your current work place in favour of moving
on to work independently. If you are truly frustrated it is likely that your
attempts to gain recognition, within your company, for  your strongest
skills have failed. Or you may have found that there is really no room  to
utilize your greatest strengths in the context of your present position.
2. You are finding yourself  getting excited and energized about
working on your own. You may notice a shift in the way that you feel
when you think about working on your own, or when you speak to others
about the possibility of working on your own. You may find that whether
or not people support you in the possibility of leaving your position your
own feelings about the possibilities are beginning to strengthen.
3. You get immersed in tasks that interest you and are related to your
strengths. This is really important. You will need to immerse yourself in
your new business endeavor and your energetic focus will help keep you
on track. This focused energy or "flow" will help you stay on track and
maintain interest throughout the many steps involved in fully realizing
your goal.
4. You follow through on less interesting tasks if you know they are
necessary to realize your goals. Unless you have the resources to hire
people to do every conceivable task that you would define as boring, be
prepared for the fact that developing your business - at least initially - is
 not all excitement. One of my greatest discoveries was that there are
indeed individuals who absolutely love to do many of the tasks that I find
boring.   So I managed to hire a wonderful Virtual Assistant once I got
my business going successfully, to take care of some of those less than
exciting tasks, like billing and editing my website. Of course if you have
created a great business plan, and have financing for you business, you
can often factor in costs for assistants.  Just remember that you will need
to start producing a reasonable income to finance these expenses, so make
sure you consider what you can do on your own - at least initially.
5. You are willing to seek out mentors who have done what you want to
do. People don't always do this, particularly when they know that their
idea is absolutely novel.  Nevertheless, even if that's the case, it's always
a good idea to talk to people about what they have learned in starting up
their own businesses.  It can certainly help prevent some costly mistakes
and save time.  I have to admit that I neglected this step in one of my
business endeavors.  It was a great lesson for me since it probably took
twice as much time and money to get the business off the ground.
6. You are willing to take the time to plan. If you do not take the time to
plan your new business idea, whether your work involves consulting or is
related to the creation and sale of some other product, you may find that
you have exhausted your financial and emotional resources before you
have reached your goal.  If you are left at "Square One" it's very hard for
most people to muster the energy to needed to do it all again.
7. You are willing to network and find out the needs of your potential
clients and customers. Whether you network online or in person or both,
it will be crucial to find out the needs of your clients or customers.  You
have probably heard of the importance of developing a "niche".  Well if
you are able to continually track what clients/customers want then you
will find that they will come to you for assistance as opposed to someone
or some company who creates products in a vacuum.  If you already have
a clear niche, you are well on your way.

ARTICLE 17

Launching and Sustaining a Workplace Wellness Program

Workplace wellness programs are becoming more
common, but there are many challenges in creating a
practical and successful program.

This article offers tips on launching a wellness

program and sustaining it over time.
Benefits of Workplace Wellness
There are many benefits to employees and employers
that commonly arise from having a wellness program
in place, such as:

  improved employee health

  better employee morale
  higher employee productivity
  lower absenteeism
  fewer short-term or long-term disability claims

Based on the experience of employers with long-

running wellness programs, these types of benefits are
real and achievable.

For employers, other benefits may be realized as well,

such as higher employee retention rates and more
interest from potential employees because they see the
employer’s wellness program as a positive factor.

For employees, a wellness program can be an

important part of a physically active, healthy lifestyle.
In some cases, the wellness program may be the first
or only trigger that leads to the employee’s increased
interest in active living, at work and at home. For
example, taking a noon-hour yoga course twice a week
on workdays can bring much personal satisfaction to
an employee. Or, when an employee cycles to work
each day, they can become healthier and more
energized, at work and in life.

There is no single right way to approach workplace

wellness programs, but winning programs share
common success factors. These include commitment
from management, employee involvement, adequate
resources, and clear policies on workplace health,
wellness and safety that align with the organization’s
mission, vision and values.

      
ARTICLE 18

Suggestions in the Workplace:

When it's not the boss' idea
  It
is commonly understood in business that change is necessary to stay ahead of
the game. Organizations scramble to improve their market share.

    The most consistent message to employees is to find new ways to get better
results.

    Greater effectiveness, more with less, right the first time, be creative — the
direction is clear. What happens when change is initiated at the middle or from
the bottom?

    When groups within an organization begin to change how they do their work,
do they get unqualified support from the rest of the organization?

    Judging from our 30 years of experience in organizational change with more

than 30 different organizations, the answer is a resounding "No."

    It is a rare circumstance that change initiated other than at the "top" is

allowed to significantly alter an organization. Unless the senior levels of
authority in an organization have either envisioned the changes or have
sanctioned the proposals, the changes will predictably be halted. This move to
control people usually occurs well into the change planning and about the time
that real organizational results are being achieved.

    In our experience, even as the work of these groups is demonstrating

significant benefits for the organization, including improvements for the bottom
line, the "politics" of the organization kick in.

    While most senior management people would profess to want "self-

empowering" employees, the opposite seems to be the rule.

    Sustainable and ongoing change requires that the work is done with full
ownership and accountability on the part of those getting the results.

    The usual situation is that employees are given direction by those in authority
and complete work as they are told to do it.
    The dependence on authority to develop new ideas is perpetuated.

    Perhaps leadership is self-serving and has discovered that recognition is given

most to people who come up with profitable new ideas.

    However, the art of modern leadership is supposed to lie in the ability to

foster an environment that supports creative performance.

    There is no question that leadership is most capable when it can keep work
aligned with the direction of the organization.

    The best of our leaders today have the ability to challenge thinking and yet
ensure that the company progresses.

    Unfortunately, the key message to employees is "be creative, but within the
framework of approved thinking."

    This unspoken limitation requires continuously improved performance from

employees while following another's thinking.

    The message and the direction are in conflict. Creative thinking is rarely
led.New ways of thinking occur as an effect of spiralling ideas which build one
from the other in a free flow.

    From new experiences that are successful, opportunities for change are
created. The least motivating factor is to be forced to seek out approval before
the change is tried out. Prudent risk-taking is part and parcel of the excitement
that comes with discovering.

    The more usual scenario is that management defines what change will occur.
The employee is left to figure out how to make it work. If the change process is
initiated from anywhere else, serious change is inevitably stopped or shut down.

    There are a number of reasons why this pattern may exist. Fear of things
getting out of control tops the list.

    "Politics" often makes managers fear the loss of control more than striving
for success.    We have had a traditional pattern in organizations whereby the
"top" does the thinking and the rest of the organization does the work. Change
from the inside out challenges this pattern. Today, leadership is challenged to
lead rather than control change — and that could be the road to censure instead
of recognition. Creative work that isn't the boss' idea could well be the reason
for success in today's business only if the changes see the light of day.
 
ARTICLE 19

Protect teens this summer by making job safety a workplace

priority

TUMWATER - As the summer hiring season begins, the Department of Labor

& Industries urges employers to help protect kids by making job safety a
priority.

Teens are twice as likely to suffer a workplace injury as adults, according to

L&I research. Inappropriate supervision, poor training and dangerous
equipment are often factors in those injuries.

"Young people often begin summer jobs with a sense of excitement and a desire
to prove themselves, but with little knowledge of critical safety practices," said
L&I Director Paul Trause. "We must work together to make sure our children
are safe as they learn about the world of work."

Teens are most likely to suffer injuries such as cuts, sprains and burns as they
work in restaurants, grocery and department stores, health-care facilities,
amusement parks, recreation facilities and in agriculture. However, they are also
at risk of fractures, concussions, amputations and even fatal injuries.

Efforts to curb teen-worker injuries in recent years by businesses, labour unions,

schools, governmental agencies and other organizations have paid off. In
Washington state, reported injuries for minors dropped nearly a third during the
past decade. From 1992 to 2002, L&I accepted about 27,000 claims for work-
related injuries to minors, in both agricultural and non-agricultural jobs. Seven
teens died from work-related injuries during that time.

Employers who want to hire teens need a minor work endorsement for their
master business license and a parent authorization form for the teen's work
hours and job assignments.

Here are some of the other rules for employers who hire teenage workers:

 In general, 14- and 15-year-olds may perform lighter tasks such as office
work, cashiering and stocking shelves, bagging and carrying groceries,
janitorial and grounds maintenance (without operating power
mowers or cutters), and food service that does not involving cooking or
baking duties.
 Work assignments for 16- and 17-year-olds can be less restrictive. Their
jobs may include such things as cooking, baking, landscaping, window
 washing (no more than 10 feet off the ground), maintenance and repair,
and amusement-park work.
 Generally, if safety equipment other than a hard hat, eye protection or
gloves is required to do the job, then it's not an appropriate job for
minors.
 Fourteen- and 15-year-olds can work up to 40 hours a week while school
is not in session; 16- and 17-year-olds can work up to 48 hours a week.
 Agricultural rules prohibit all minors from working with certain
chemicals, pesticides and explosives, and in other hazardous jobs.
Additional restrictions, including operating equipment, apply to minors
under age 16.

ARTICLE 20

Feasibility and Outcomes of Paid Undergraduate Student Nurse

Positions
An Undergraduate Nurse Employment Demonstration Project (UNDP) was
implemented in four Health Service Areas in British Columbia with a
concurrent evaluation study. This demonstration project comprised the
development and implementation of a new position in the BC healthcare
system. The position enabled third- and fourth-year nursing students to be
employed at their level of education. The purposes of the evaluation were to
explore the feasibility and outcomes of this type of paid undergraduate student
nurse employment. The three-year project and evaluation included both
implementation and outcome analysis. The implementation evaluation design
was descriptive and prospective, involving multiple data sources. The outcome
evaluation design was quasi-experimental, with intervention and comparison
groups. Learning outcomes for undergraduate nurses were increased confidence,
organizational ability, competency and ability to work with a team. Workplace
outcomes were increased unit morale, help with workload and improved patient
care. New graduates with undergraduate nurse experience reported less time
required for orientation and transition than other graduates who did not have
this experience, and workplace nurses viewed these new graduates as more job-
ready than other new graduates. After 21 months, new graduates with
undergraduate nurse experience were less likely to move to other employment
than other new graduates. Results from the four Health Service Areas indicated
that the paid undergraduate nurse position was feasible and that outcomes
benefited students, new graduates and workplaces. The undergraduate nurse
position is now being implemented throughout all Health Service Areas in
British Columbia. By 2000, concerns in British Columbia about the nursing
workforce, workplace and patient safety had escalated to the point where
diverse stakeholder groups were prepared to work together in new ways to
prepare nursing graduates to be more job-ready, to recruit and retain new
graduates and to retain existing nurses. Stakeholder groups were administrators,
labour organizations, professional associations, educators and government.

One idea to support job readiness and retention focussed on the feasibility of
implementing cooperative education for nursing students. The effort was
unsuccessful owing to lack of funding, but resulted in a review of the literature
on cooperative education and other work-study programs. Cooperative
education connects classroom learning with paid work experience for the
purpose of enhancing students' education (Fitt and Heverly 1990; Heinemann
and De Falco 1992; Ryder 1987). Reported benefits for students were improved
job preparation and graduate retention (Ishida et al. 1998), additional staffing
and reduction in orientation time (Cusack 1990; Ishida et al. 1998), increased
practice judgment (Cusack 1990; Siedenberg 1989) and better workload
management (Ross and Marriner 1985).

A work-study model reported in the literature offered benefits similar to those

of cooperative education, with greater flexibility in design. An example was the
University of Texas Health Science Center at Houston's collaborative work-
study scholarship program with local hospitals (Kee and Ryser 2001). Students
in second clinical semesters were employed as unlicensed personnel by
hospitals. The students, as unlicensed personnel, worked to the level of their
nursing preparation. Reported benefits for students were academic credit,
financial assistance, interaction with multidisciplinary teams, opportunity to
refine clinical skills, understanding of nurses' roles and guaranteed interview for
positions on graduation (Kee and Ryser 2001). Benefits for practice
organizations were skilled help, the opportunity to recruit new nurses and
increased interaction with a university nursing program.

While nurse education stakeholders in British Columbia were exploring options,

the concept of undergraduate student nurse employment was initiated by a
group of fourth-year students at the University of Victoria who were completing
the course "Nurses Influencing Change." The students were concerned about
having enough practice experience to meet increasing nursing competency
requirements and their survival as new graduates given workplace realities.
Debt load also was a concern because extensive student practicum time limited
opportunities for paid employment during the nursing education program.
Students found that the idea of paid undergraduate nurse positions, based on the
student employment model in Alberta, was supported by nurse leaders, many
practising nurses and nursing faculty who also were concerned about meeting
patient care standards and adequately preparing nursing students.
In 2000, the BC Ministry of Health Services funded an Undergraduate Nurse
Demonstration Project (UNDP) - one type of paid employment for
undergraduate student nurses - in four Health Service Areas linked with four
schools of nursing. A concurrent three-year evaluation study examined the
feasibility and outcomes of the UNDP (Gamroth et al. 2004). This paper
summarizes the findings of the evaluation.

CONCLUSION
This topic excitement factor at work place shows that the how the work in the
organisation can be enhanced or can be done or completed. It means such an
atmosphere in the organization should be created, which is very healthy and
motivating. The relations of the boss with the subordinates should be very good.
There should be proper method of communication i.e. formal, proper line of
control should be there. In the organisation, team work should be promoted,
group effort should be taken into consideration and promoted. In all to create
excitement the atmosphere should be motivating and promoting the work
culture.

REFERENCES
http://www.scribd.com
http://www.proquest.umi.com
http://www.wikipedia.org
http://humanresources.about.com
http://www.healthyalberta.com/HealthyPlaces/881.htm
http://books.google.co.in/books
http://bestbizpractices.org/2009/06/22/employees-from-heaven-or-hell/

http://EzineArticles.com/

http://portal.acm.org/

http://www.longwoods.com/content/19032

Kushan Mitra. Business Today. New Delhi: Sep 20, 2009.

http://www.vmware.com/company/jobs/culture.html

Management practise and organisational behaviour by STEPHEN

ROBBINS