Download Organizational Theory by Lagaard J. PDF

By Lagaard J.

This unfastened e-book introduces the reader to the various theories inside of box of association in addition to to the different sorts of firms buildings that are most ordinarily used.

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Therefore, such a structure requires that the manager is capable of balancing delegation and establishment of fixed limits and direction of work; a balancing act that is of course not impossible. This structure is typically found in teams where the level of competence is so low in relation to cooperation, decision-making process etc. that it is necessary to have a strong, instructive manager within the team. The following models, which show typical team based organizations, are based on the typical structure, which includes a superior, external team manager and a participating, internal team coordinator.

Only motivational factors can do that. Thus, motivation cannot be generated by ensuring extra good maintenance factors – including extra good pay and bonus conditions. Both groups of job factors are important, and one group is not more important than the other. The factors are complementary but cannot replace each other in the long term. Herzberg believed that particularly good maintenance factors/working conditions generate increased effort in the short term, but merely move the expectancy level in the long term and thereby do not change the effort.

Objectives create persistence. High objectives extend the effort, and tight deadlines increase the working pace. Objectives motivate the employees to use their knowledge and skills to reach the objective. The main motivating factor may not be the objectives per se, but rather the experience of their attractiveness, relevance and significance for the personal development and well-being. In a sense, it may be argued that positive objectives benefit both the company and the employee in such a way that both parties’ interests and intentions are taken into account.

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