Chapter 3
Motivations should be based on goals, explain. Why would it be important to view organizational motivation and personal motivation?
Motivations are the underlying drives or desires that lead individuals to take action and pursue certain goals. Goals are specific outcomes that people aim to achieve and provide direction and focus to their actions. Motivations and goals are closely related, as goals provide a basis for motivations by defining what people want to achieve. It is important to view both organizational motivation and personal motivation because they both play a crucial role in shaping the behavior of individuals and organizations. Organizational motivation refers to the motivations of the collective entity of an organization, while personal motivation refers to the motivations of individual members of the organization (Shafritz, Ott, & Jang, 2015). Understanding both types of motivation is important because they interact to determine the behavior and performance of organizations. For example, a firm’s goal may be to maximize profits, which provides a basis for its motivations. The motivations of individual employees, on the other hand, may include the desire for career advancement, recognition, and financial rewards. The interaction between these two sets of motivations helps to determine the strategies and actions of the firm, and the extent to which individuals are willing to contribute to the firm’s goals. By viewing organizational and personal motivations together, we can gain a more comprehensive understanding of the forces that shape organizational behavior and performance. This can be useful for managers and policymakers who aim to design and implement effective policies and strategies for organizations.
The human side of enterprise is very important. Is the conventional view correct?
The human side of enterprise is indeed considered to be very important, and this view is widely accepted among experts in the field of management and organizational behavior. The conventional view holds that the attitudes, motivations, and behaviors of employees play a critical role in shaping the success or failure of an enterprise. This view is based on the idea that employees are not simply passive workers, but active contributors to the organization’s goals and objectives. According to the conventional view, employees who are motivated and engaged in their work are more likely to be productive, creative, and innovative, which can lead to better outcomes for the organization (Shafritz, Ott, & Jang, 2015). In contrast, employees who are demotivated or disengaged are less likely to contribute to the organization’s goals, which can lead to lower levels of performance and reduced competitiveness. Therefore, the conventional view is that the human side of enterprise is crucial in terms of the success of an organization. It is important for managers and policymakers to understand the motivations and behaviors of employees and to design policies and practices that support employee engagement and motivation. This can help to create a positive work environment and contribute to the long-term success of the enterprise.
What is groupthink? Is it desperate drive for consensus at any cost?
Groupthink is a phenomenon that occurs in group decision-making processes, where the desire for group cohesion and agreement overrides individual critical thinking and evaluation of alternatives. Groupthink is characterized by a number of symptoms, including an illusion of invincibility and unanimity, an unquestioned belief in the morality of the group, stereotypes of out-groups, and an inclination to dismiss warnings and ignore external information (Shafritz, Ott, & Jang, 2015). In a sense, groupthink can be seen as a desperate drive for consensus at any cost, as individuals in the group may sacrifice their own independent thinking and judgment in order to conform to the perceived norms and expectations of the group. This can lead to a narrow and biased evaluation of options, and can result in suboptimal or even disastrous decisions. Groupthink is a major concern in organizations and other groups, as it can undermine the quality of decision-making and lead to poor outcomes. To avoid groupthink, it is important for group members to encourage open and honest discussion, to seek out and consider diverse perspectives and information, and to maintain a culture of critical thinking and evaluation. In this way, groupthink can be prevented, and the group can make decisions that are well-informed, rational, and effective.
References
- Shafritz, J. M., Ott, J. S., & Jang, Y. S. (2015). Classics of Organization Theory (8th Ed.). Cengage Limited.