George P.

George’s Summary
Accomplished and integrity driven professional offering over 17 years of sales management experience in
Telecom and Office automation driving business through team management, key accounts, strategic
partnership, and channel relationship.

Exceptional well organised with a track record that demonstrates self-motivation, creativity and initiative.

Works well in fast paced environment and has the skill set for handling multi-tasks.

An effective communicator with excellent relationship building,interpersonal skills & organizational

abilities.

Excellent presentation skills with ability to hold technical or non- technical audience.

Additional Information
A company's success or failure is directly related to the effectiveness of the leadership. The
problem is that ineffective leaders aren't called to the carpet until a company is in trouble and
that may too late to turn things around.
The better approach is to teach people how they can be effective before they take the reigns.
Here are the three essential components of a good leader:
Communication
Good Communication is key for anyone in the workplace but it's absolutely essential for
someone in a leadership role. A leader must convey their ideas in a way that others can
understand and appreciate. Beyond that, communication requires listening and understanding
others as well as providing valuable feedback. Many people fail at communication because
they're only concerned about what they have to say. However, the circle of communication can
only be complete when the communicator listens and lets the other person know that they have
been heard and correctly understood.
Motivation
Effective leaders move people to action. In the book Hope is Not a Strategy (Dog Ear Publishing,
2008) by Ted Gee, the author insists that effective leaders instill confidence in the people under
their authority so that they are convinced that the direction he or she is moving toward is correct
and achievable. Instilling confidence is certainly one way to motivate people, but there are
alternatives. People can also be motivated through competitive pay or other rewards. In addition,
people can be motivated through fear, which could come in the form of "do what I say because
I'm your boss." While this tactic may work initially, it could also backfire in the long-run as
people exercise their disapproval through passive aggressive behavior or creating a hostile work
environment overall.
Teamwork
People need people to achieve their goals, particularly in the workplace. Effective leaders see
their staff as an asset rather than a liability. They realize that they can't succeed without the
support of their subordinates and they appreciate their team's participation and contributions.
This mindset requires a significant amount of trust on the part of the leader because operating as
a team means that certain tasks will be delegated to others who may be more equipped to meet
the challenge. At the same time, the leader is freed up to take on the responsibilities that is the
best fit for his talents.

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O RG A NI ZATI O NAL
B E HAVIO UR
Tuesday, November 27, 2007
OB Handout # 5
Motivational Needs and Processes

What is motivation?
‘Motivation’ is derived from the Latin term ‘movere’ that means ‘to move’. Thus, motivation is a
process that starts with a physiological or psychological deficiency or need that activates a
behaviour or a drive that is aimed at a goal or incentive (Luthans). Broadly speaking, motivation
is willingness to exert high levels of efforts towards organizational goals, conditioned by the
efforts’ ability to satisfy some individual needs (Robbins). Need means some internal state that
make certain outcomes appear attractive. An unsatisfied need creates tension that stimulates
drives within the individual. These drives generate a search behaviour to find particular goals,
that if attained, will satisfy the need and lead to the reduction in tension. In other words, needs
create motives for a particular action (behaviour).

Primary motives are hunger, thirst, maternal concerns, avoidance of pain, etc. These motives are
involuntary. Then there are secondary motives which play an important role in employee
motivation. Examples of secondary motives are: need for achievement, need for power, need for
affiliation, need for security, and need for status.

Theories of Motivation
Maslow’s Hierarchy of Needs:
Abraham Maslow suggested that needs of human being can be arranged in a hierarchical order.
He maintained that the moment a particular need is satisfied, it ceases to be a motivator. Given
below is the hierarchy of needs (with company strategies to meet those needs in brackets)

Self-Actualization: self-fulfillment
(opportunities for personal growth, realization of potentials)

Esteem Needs: self-respect, autonomy, achievement, recognition

(titles, status, symbols, promotion)

Social Needs: affection, belogingness, acceptance

(formal and informal work groups)

Safety Needs: security and protection from any contingencies

(seniority plans, health insurance, social security measures)

Physiological Needs: Basic Needs

(Salary and Wages)

Herzberg’s Motivation-Hygiene
Fredrick Herzberg proposed Motivation-Hygiene theory of motivation. According to Herzberg,
the factors leading to job satisfaction are distinctly different from those that lead to job-
dissatisfaction. Therefore, the managers who seek to eliminate factors that create job-
dissatisfaction can bring about peace at the workplace but cannot motivate the employees. These
factors are termed as hygiene factors comprising administration, supervision, working
conditions, salary and wages etc. While absence of hygiene factors will lead to dissatisfaction,
mere presence of these factors will not satisfy (i.e. motivate) the employees. In order to motivate
the employees, managers must resort to ‘motivators’ (those factors that motivate the employees
towards better performance) such as recognition, challenging assignment, responsibility,
opportunities for growth and self-fulfillment etc.
ERG Theory
Clayton Alderfer proposed the ERG theory of motivation. According to Alderfer, there are three
groups of core needs: Existence (basic material existence, safety needs); Relatedness (social and
self-esteem needs); and Growth: an intrinsic desire to grow and self-fulfillment. Contrary to
Maslow’s theory, he proposed that more than one need may be operative at the same time and if
the gratification of higher level need is stifled, the desire to satisfy lower level need would
increase. For example, inability to satisfy the need for socialization may lead an individual to
concentrate on making more money.

Mclelland’s Theory of Needs

David Mclelland and his associates developed a theory of needs that provides a practical
framework for motivational programmes at workplaces across the globe.

The theory focuses on three needs:

Need for Achievement: Drive to excel and become champions

Need for Power: Urge to control actions/ behaviour of others

Need for Affiliation: Desire for intense socialization

Some reflections on the Theory of Needs

A high achievement need does not necessarily mean that the person would be a good manager,
especially in large organizations. People with high achivement needs are interested in how well
they do personally and not in influencing others to do well. A salesperson with high achievement
need would not necessarily make a good sales manager, and a good general manager in a large
organization may have low achievement need.

A person with high affiliation need may be a good team-worker. However, a manager with high
affiliation need may face a lot of problems. The best managers have high need of power and low
need of affiliation.
Goal-setting Theory
Edwin Lock proposed the Goal Setting theory in 1960s. He observed that intention to work
toward a goal is a major source of motivation. A goal tells the employees what is to be done and
what should be the intensity of efforts. Specific goals have invariably resulted in higher
performance. If factors like ability and acceptance of the goals are held constant, difficult goals
are likely to produce better results. Feedback plays an important role in Goal-setting theory.
Feedback reinforces high performance behaviour. Lack of feedback may jeopardize goal
accomplishment.

Besides feedback, success of Goal-setting theory also depends on goal commitment, self-efficacy
and culture.

Goal commitment: employee is committed to goal i.e. he is determined not to lower or abandon
the goal.

Self-efficacy: employee’s belief in his/her ability to accomplish the goal

Culture: shared values and meanings are crucial. Due to cultural influence, Japanese tend to
have higher goal commitments and self-efficacy.

Expectancy Theory of Motivation

Victor Vroom proposed the Expectancy Theory of Motivation. Vroom observed that the strength
of a tendency to act in a certain way depends on the strength of an expectation that the act will
be followed by a given outcome and on the attractiveness of that outcome to the individual. For
example, an employee will be motivated to exert a high level of effort when he or she believes
that efforts will lead to good performance appraisal which in turn will result in salary hike,
incentive, bonus, promotion that will satisfy personal goals of the employee.

The theory is based on the following three relationships:

Effort-Performance Relationship: The probability perceived by the individual that exerting a
given amount of effort will lead to performance
Performance-Reward Relationship: The degree to which the individual believes that performing
at a particular level will lead to the attainment of a desired outcome.
Reward-Personal Goal Relationship: The degree to which organizational rewards satisfy an
individual’s personal goals and attractiveness of those potential rewards for the individual.

Linking Motivational Theories with HR Practices at the Workplace

Management by Objective (MBO)

MBO is linked to goal-setting theory. Peter Drucker proposed this concept. Broadly speaking,
MBO is a process of agreeing upon objectives within an organization. MBO is often
accomplished by using set targets. Objectives should be SMART i.e. Specific, Measurable,
Achievable, Realistic and Time-specific. Reliance Industries Limited in India has successfully
implemented MBO programme. Any MBO initiative must be implemented along side suitable
adjustment in rewards and feedback system.

Employee Recognition Programmes

Employee recognition programmes cater to the social needs and self-esteem needs of the
employees. These include awards, newsletter announcements regarding accomplishments of an
individual or a group, appreciation letter, certificate of merit, employee of the month/year
programme, annual felicitation programmes to honour outstanding performers etc.

Employee Involvement Programmes

This is aimed at augmenting the commitment of the employees towards organization by
providing them a role in decision making, autonomy, empowerment and stock ownership. Thus,
employee involvement strategies link the destines of the employees with the of the
company/organization. For example, by granting the employees a role in decision-making, Ford
Motors has benefited in terms of improved product design, cost reduction, quality improvement
and overall productivity.

In number of organizations, workers participation in management is ensured by works council,

works committees, quality circles etc. Besides many companies are now offering Employee Stock
Ownership Plans in a big way to ensure employee involvement.

Reward System
A number of companies are resorting to performance-linked rewards in order to motivate
employees. Examples are Variable Pay, Profit Sharing, Gain Sharing, Skill-based pay, flexible
benefits, etc.

POSTED BY DR SRIRANG K JHA AT 11:43 PM

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Importance of communication in organisational behaviour?

can any one sugest a website where i can find the importance of communication in
organisational behaviour? its urgent pls...

• 1 year ago
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by shubhi

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Best Answer - Chosen by Voters

Good communication is the most important tool in any organization and can be the
making or breaking of a company. The paper looks at communication in
organizational behavior and how communication affects promotion and marketing.

"The informal communication within an organization as mentioned earlier has no

formal lines at all. This type of communication is generally known as a grapevine.
The grapevine is used mostly in situations where there is something new going on
and people either want to pass on information or learn information. It is strongest
when news affects those closest to each other. Surprisingly communication through
the grapevine is not as common as people believe and in a stable and happy
environment is unlikely to be very strong".

Communication, in general, may be defined as the process by which information is

exchanged between individuals using written messages, spoken words, or gestures.
It is a dynamic, interpersonal process in which an individual modifies his response
on the basis of the behavior of the recipient of the message. Henri Fayol and
Chester Barnard have contributed greatly to the field of communication. The more
recently proposed managerial communication model is based on the modern
research findings on communication.

Managers need timely and appropriate information to make sound decisions.

Therefore, communication is essential for the effective functioning of organizations.
In the two-way communication process, a sender or speaker transmits a message to
a receiver through a proper medium and gets feedback from him. Downward
communication is the primary means of organizational communication and is
directive in nature. Upward communication is less frequent and non-directive in
nature. Lateral communication or cross-communication involves communication
across the chain of command. Interactive communication helps employees
coordinate their work to achieve overall organizational objectives.

Communication need not always involve the exchange of words. Nonverbal

communication refers to the use of nonword human responses like facial
expressions and gestures and the perceived characteristics of the environment
through which the human verbal and nonverbal messages are transmitted.

There may be a number of interruptions in the communication process that act as

barriers to communication. These barriers may totally prevent communication, filter
a part of it, or convey the wrong meaning. Filtering, selective perception,
defensiveness and linguistic differences are some of the barriers to effective
communication.

A network refers to a group of people who develop and maintain contact with others
to exchange information of common interest in an informal manner. The grapevine
is an informal network in which information moves freely in all directions, goes
beyond the chain of authority and satisfies the social needs of organizational
members.

Information technology has, to a great extent, revolutionized the communication

process in organizations. A computerized MIS facilitates faster and efficient
communication in organizations. Electronic mail is a computer-based
communication system which allows messages to be exchanged instantly.
Telecommuting involves the accomplishment of all or part of a person's work at
home through computer links to the office. Though telecommuting benefits
employees, organizations and society in many ways, it can lead to the social
isolation of employees working from home.

Source(s):
http://www.academon.com/lib/paper/64188.…
http://www.icmrindia.org/courseware/Orga…
www.organizationalbehaviors.com

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• by Rc
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Any office managerial job, I was told, is 30% technical knowledge and 70%
man management.
As in any typical Company's existence and also during a product's and
process's life cycle, specification about raw material, process technology and
distribution structure is fixed and pre arrived, it is only material and makes a
difference, is the application and commitment of employees to the cause.
This is directly related to "how well you communicate through your intra
personnel and inter personnel; arrangement".
Spiritual Knowledge, is knowledge about one's own Spirit. While stressing on
Self-Knowledge and Self-Introspection through Self-Observation, it looks to
minimise and eliminate this communication gap between persons through
equipping one to look from third person’s perspective. By taking care about
our body, mind and soul, we are made to be more alert and sensitive there
by can respond with more clarity.
Any typical Spiritual Practice regimen with its emphasis on Yoga, Meditation,
Pranayama will help us to steer ourselves to the right track. More than the
practice, it is understanding and be aware of this need and utility will clear us
from so many social and occupation pressures and resulted stress and
maladies. We have a rich repository of Spiritual books from Eastern tradition.
In act, I have tried to put this traditional knowledge into layman’s terms by
incorporating the essence through SCIENTIFIC ANGLE in my book “Excerpts
from essentials of SPIRITUAL KNOWLEDGE for better LIFE MANAGEMENT”.

Rc Reddy
(K. Ramesh Chandra Reddy)

Source(s):
Spiritual Knowledge book written by me and titled as "Excerpts from
essentials of Spiritual Knowledge for better life management".
RK Mission publications book tiotlerd as "Yoga for beginners".
Documents from Web page http://www.rcspirituality.spaces.live.com

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• by k.mariabastin k
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communication is the organisation.I am studying business organisation.
so organisation is very important in the world.some organisation behaviour is
very worst.some of organisation behaviour is very GOOD.

OOOOOK

Source(s):
MY AIM IS TO BECOME A GOOD BUSINESS MAN

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• by Pooja K
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 communication is very important. It reflects what you actually are. because it
simply shows what kind of behaviour you have like friendly, autocratic or
democratic
i don't know any site but search in google
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• by surjeet s
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main importance of communicatin in organistaional behaviour is prictic and
regular talking with other person and regular reading english news paper
good actitute and always met your seniour person then u develop ur
communiction and behaviour . call me 09917215921

Source(s):
only prectice. u can do it
Recruitment and Training
The company also undertakes the training and development of its employees.

The company is open for Engineers, MBAs, Telecom network analysts and IT specialists. Innovation, initiation, leadership, problem solving approach, etc. are the qualities the company looks for. Freshers also have opportunities to
work with the company.