Organizational Behavior: Chapter 6 Basis Motivation Concept

WHAT IS MOTIVATION?

"Maybe the place to begin is to say what motivation isn't. Many people incorrectly view motivation as a personal trait –that is, some have it and others don't. In practice, inexperienced managers often label employees who seem to lack motivation as lazy. Such a label assumes that an individual is always lazy or is lacking in motivation. Our knowledge of motivation tells us that this just isn't true. What we know is that motivation is the result of the interaction of the individual and the situation" (p. 155).

"We'll define motivationas the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal. While general motivation is concerned with effort toward any goal, we'll narrow the focus to organizational goals in order to reflect our singular interest in work-relatedbehavior" (p. 155).

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Notes:

Red     = Indowebster

Green  = Ziddu

Yellow = Ubuntu One

Leadership Chapter 6 - Contingency Theory

Although several approaches to leadership could be called contingency theories, the most widely recognized is Fiedler’s (1964, 1967; Fiedler & Garcia, 1987). Contingency theory is a leader–match theory (Fiedler & Chemers, 1974), which means it tries to match leaders to appropriate situations. It is called contingency because it suggests that a leader’s effectiveness depends on how well the leader’s style fits the context. To understand the performance of leaders, it is essential to understand the situations in which they lead. Effective leadership is contingent on matching a leader’s style to the right setting.

Fiedler developed contingency theory by studying the styles of many different leaders who worked in different contexts, primarily military organizations. He assessed leaders’ styles, the situations in which they worked, and whether they were effective. After analyzing the styles of hundreds of leaders who were both good and bad, Fiedler and his colleagues were able to make empirically grounded generalizations about which styles of leadership were best and which styles were worst for a given organizational context.

In short, contingency theory is concerned with styles and situations. It provides the framework for effectively matching the leader and the situation.