P182 Potential downsides of motivating with rewards and incentives- The collective sum of individual behaviors of an administrations employees does not always result in what is split for the organization; that is, individual rationality is no guarantee of organisational rationality. P183 (question will be pick the one that WAS NOT listed) Characteristics of sound satisfy and Evaluation Systems * Objectives be clear; well understood, and in cosmopolitan accepted * Rewards are clearly linked to per discrepancyance and desired behaviors * carrying out measures are clear and highly visible * Feedback is prompt, clear, and unambiguous * The salary system is sensed as fair and equitable * The mental synthesis is flexible; it can align to changing circumstances P184 To be effective, short-term objectives must cave in several(prenominal) attributes. They should: * Be particular proposition and measurable. * Include a specific met re horizon for their attainment. * Be achievable, yet challenging enough to spark private instructors who must filter out to accomplish them. P184 Along with short-term objectives, deed plans are full of life to the implementation of chosen strategies.
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Unless action plans are specific, there may be little assurance that managers have thought with all the resource requirements for implementation their strategies. P186 Situational factors- When the bill of an individuals output or performance is kinda straightforward, control depends primarily on granting or withholding rewards. Frequently, a sales m anagers compensation is in the form of a eq! uip and bonus tied directly to his or her sales volume, which is comparatively easy to determine. P 186 Evolving from boundaries to rewards and culture * First film the discipline people- individuals who already identify with the organizations prevalent set and have attributes consistent with them * Second, training plays a pigment design * Third, managerial role models are vital Chapter 5...If you want to make it a full essay, order it on our website:
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