To what extent does the Wal-Mart motivation mode inspire employees Essay

To what extent does the Wal-Mart motivation mode inspire employees - Essay Example the development of business in the modern society requires that high consideration be given to motivation, which must be directed to the individuals that are responsible for the business decision making. In order to provide a clear framework for the scholars interested in this area of study, we will need to discuss the major forms of motivations as suggested by earlier researchers and outline clearly how they influence the growth of business. We will also see how they affect the employees in a diverse way. In addition, we will make suggestions of more forms of motivation that are not covered in this area of study. Apart from merely stating the major reasons for the exploration of these forms of motivation, we will identify the major weaknesses that have lead to the limitation of the power of prediction by the previously conducted researches on the same topic. This is rooted from the basic principle of continuity as should be exhibited by research. We therefore offer explicit outcomes for any future research adoption to clear the industry

Process Leadership And Its Impact Leadership Essay

Process Leadership And Its Impact Leadership Essay Leadership is a process by which a person influences others to achieve an objective and directs the organization in a way that makes it more cohesive and coherent. Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Leaders carry out this process by applying their leadership  knowledge  and  skills are called  Process Leadership. However, we know that we have traits that can influence our actions which are called  Trait Leadership, in that it was once common to believe that leaders were born rather than made. Good leaders are  made  not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience. To inspire your workers into higher levels of teamwork, there are certain things you must  be, know,  and,  do.  These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills they are not resting on their success. Factors of Leadership Leader: You must have an honest understanding of who you are, what you know, and what you can do. It is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed. Followers: Different people require different styles of leadership. For example, a new recruit requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people. The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees be, know, and do attributes. Communication: You lead through two-way communication. Much of it is nonverbal. For instance, when you set the example that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. Situation: All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. (Also note that the situation normally has a greater effect on a leaders action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968). This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership). Various forces will affect these four factors. Examples of forces are your relationship with your seniors, the skill of your followers, the informal leaders within your organization, and how your organization is organized. (Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization (called Assigned Leadership), this power does not make you a leader, it simply makes you the boss (Rowe, 2007). Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership), rather than simply bossing people around (Rowe, 2007). Thus you get Assigned Leadership by your position and you display Emergent Leadership by influencing people to do grat things.) Be, Know and Do The basis of good leadership is honourable character and selfless service to your organization. In your employees eyes, your leadership is everything you do that effects the organizations objectives and their well-being. Leaders should know (such as job, tasks, and human nature), what they are or be (such as beliefs and character) and do (such as implementing, motivating, and providing direction). This is what makes a person want to follow a leader. People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. The Two Most Important Keys to Effective Leadership According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004). They found that: Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: Helping employees understand the companys overall business strategy. Helping employees understand how they contribute to achieving key business objectives. Sharing information with employees on both how the company is doing and how an employees own division is doing relative to strategic business objectives. So in a nutshell you must be trustworthy and you have to be able to communicate a vision of where the organization needs to go. Goals The goals and performance standards they establish. Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability. Values The values they establish for the organization. Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted. Concepts The business and people concepts they establish. Concepts define what products or services the organization will offer and the methods and processes for conducting business. These goals, values, and concepts make up the organizations personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place. Creating an Inspiring Vision of the Future In business, a vision is a realistic, convincing and attractive best case description of where you want to be in the future. Vision provides direction, sets priorities, and provides a marker, so that you can tell that youve achieved what you wanted to achieve.   To create a vision, leaders focus on an organizations  strengths  by using tools such as  Porters Five Forces,  PEST Analysis,  USP Analysis,  Core Competence Analysis  and  SWOT Analysis  to analyze their current situation. They think about how their industry is likely to evolve, and how their competitors are likely to behave. They look at how they can  innovate successfully, and shape their businesses and their strategies to succeed in future marketplaces. And they test their visions with appropriate market research, and by assessing key risks using techniques such as  Scenario Analysis. Therefore, leadership is proactive problem solving, looking ahead, and not being satisfied with things as they are. Once they have developed their visions, leaders must make them compelling and convincing. A  compelling vision  is one that people can see, feel, understand, and  embrace. Effective leaders provide a rich picture of what the future will look like when their visions have been realized. They tell stories, and explain their visions in ways that everyone can relate to.   Here, leadership combines the analytical side of the vision with the passion of shared values, creating something really meaningful to the people being led.   Motivating and Inspiring People A compelling vision provides the foundation for leadership. But its the leaders ability to motivate and inspire people that will help them deliver that vision.   For example, when you start a new project, you will probably have lots of enthusiasm for it, so its usually easy to support the projects leader at the beginning. However, it can be difficult to find ways to keep the vision alive and inspirational, after the initial enthusiasm fades, especially if the team or organization needs to make significant changes in the way that they do things. Leaders recognize this, and they work hard on an ongoing basis to connect their vision with peoples individual needs, goals, and aspirations.   One of the key ways they do this is through  Expectancy Theory. Effective leaders link together two different expectations: The expectation that hard work leads to good results. The expectation that good results lead to attractive rewards or incentives. This motivates people to work hard to achieve success, because they expect to enjoy rewards both intrinsic and extrinsic as a result.   Other approaches include restating the vision in terms of the benefits it will bring to the teams customers, and taking frequent opportunities to communicate the vision in an attractive and engaging way. Whats particularly helpful here is where leaders have  expert power. People admire and believe in these leaders because they are expert in what they do. They have credibility, and theyve earned the right to ask people to listen to them, and follow them. This makes it much easier for these leaders to motivate and inspire the people they lead. Leaders can also motivate and influence people through their natural charisma and appeal, and through other  sources of power, such as the power to pay bonuses or assign tasks to people. However, good leaders dont rely on these types of power to motivate and inspire others. Managing Delivery of the Vision This is the area of leadership that relates to  management. According to the  Hersey-Blanchard Situational Leadership Model, there is a time to tell, a time to sell, a time to participate, and a time to delegate. Knowing which approach you need to use, and when you need it, is key to effective leadership. Leaders must ensure that the work required to deliver the vision is properly managed either by themselves, or by a dedicated manager or team of managers to whom the leader delegates this responsibility and they need to ensure that their vision is delivered successfully.   To do this, team members need performance goals that are linked to the teams overall vision. Performance Management and KPI  (Key Performance Indicators) explains one way of doing this, and our  Project Management  section explains another. And, for day-to-day management of delivering the vision, the  Management By Wandering Around  (MBWA) approach will help to ensure that what should happen, really happens. Leaders also need to make sure they  manage change  effectively. This will ensure that any changes required to deliver the vision are implemented smoothly and thoroughly, with support and full backing from the majority of people affected. Coaching and Building a Team to Achieve the Vision Individual and team development are important activities carried out by transformational leaders. To develop a team, leaders must first understand team dynamics. A leader will then ensure that team members have the necessary skills and abilities to do their job and achieve the vision. They do this by giving and receiving feedback  regularly, and by  training and coaching people to improve individual and team performance. Leadership also includes looking for  leadership potential  in others. By developing leadership skills within your team, you create an environment where you can continue success in the long term. And thats a true measure of great leadership. Seven Personal Qualities Found In A Good Leader A good leader has an exemplary character. It is of utmost importance that a leader is trustworthy to lead others. A leader needs to be trusted and be known to live their life with honestly and integrity. A good leader walks the talk and in doing so earns the right to have responsibility for others. True authority is born from respect for the good character and trustworthiness of the person who leads. A good leader is enthusiastic about their work or cause and also about their role as leader. People will respond more openly to a person of passion and dedication. Leaders need to be able to be a source of inspiration, and be a motivator towards the required action or cause. Although the responsibilities and roles of a leader may be different, the leader needs to be seen to be part of the team working towards the goal. This kind of leader will not be afraid to roll up their sleeves and get dirty. A good leader is confident. In order to lead and set direction a leader needs to appear confident as a person and in the leadership role. Such a person inspires confidence in others and draws out the trust and best efforts of the team to complete the task well. A leader who conveys confidence towards the proposed objective inspires the best effort from team members. A leader also needs to function in an orderly and purposeful manner in situations of uncertainty. People look to the leader during times of uncertainty and unfamiliarity and find reassurance and security when the leader portrays confidence and a positive demeanour. Good leaders are tolerant of ambiguity and remain calm, composed and steadfast to the main purpose. Storms, emotions, and crises come and go and a good leader takes these as part of the journey and keeps a cool head. A good leader, as well as keeping the main goal in focus, is able to think analytically. Not only does a good leader view a situation as a whole, but is able to break it down into sub parts for closer inspection. While keeping the goal in view, a good leader can break it down into manageable steps and make progress towards it. A good leader is committed to excellence. Second best does not lead to success. The good leader not only maintains high standards, but also is proactive in raising the bar in order to achieve excellence in all areas. These seven personal characteristics are foundational to good leadership. Some characteristics may be more naturally present in the personality of a leader. However, each of these characteristics can also be developed and strengthened. A good leader whether they naturally possess these qualities or not, will be diligent to consistently develop and strengthen them in their leadership role. Roles ad Relationships Roles are the positions that are defined by a set of expectations about behaviour of any job sitting. Each role has a set of tasks and responsibilities that may or may not be spelled out. Roles have a powerful effect on behaviour for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge. Relationships are determined by a roles tasks. While some tasks are performed alone, most are carried out in relationship with others. The tasks will determine who the role-holder is required to interact with, how often, and towards what end. Also, normally the greater the interaction, the greater the liking is. This in turn leads to more frequent interaction. In human behaviour, its hard to like someone whom we have no contact with, and we tend to seek out those we like. People tend to do what they are rewarded for, and friendship is a powerful reward. Many tasks and behaviours that are associated with a role are brought about by these relationships. That is, new task and behaviours are expected of the present role-holder because a strong relationship was developed in the past, either by that role-holder or a prior role holder. Conclusion What makes a person want to follow a leader? People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. When a person is deciding if she respects you as a leader, she does not think about your attributes, rather, she observes what you do so that she can know who you really are. She uses this observation to tell if you are an honourable and trusted leader or a self-serving person who misuses authority to look good and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers. Good Business Leaders I refer to Ray Kroc, the founder of the McDonalds Corporation: a leader driven by vision, but one willing to nurture talent and ideas not his own, a rare combination for an entrepreneur. Look beneath the Golden Arches and you will find a leader of near-irrepressible enthusiasm who discovered late in life what his true mission would be. At age fifty-two, Ray Kroc invested himself, and over the next few years nearly everything he owned, to fulfill his dream. For the first eight years, Ray Kroc didnt take one dime from McDonalds. He lived entirely on the modest salary he took from his milk-shake mixer business. The neglect of Kroc may perhaps be due to the fact that McDonalds is an ubiquitous presence (some would say too much so) on the American landscape. But that presence, some 25,000 restaurants strong around the world, never would have occurred without the drive, enthusiasm, will, and sheer optimism of a man who dreamed of a chain of restaurants coast to coast that would all serve the same food prepared the same way in the same restaurants in the same fast and friendly way. Once McDonalds become established, the world forgot Krocs humble origins and instead focused on his life as a multimillionaire e.g owner of the San Diego Padres and contributor to Nixons second re-election effort. Forgotten too was his leadership style, which to this day, is very applicable to anyone who dreams of starting a business, or managing it. Here are some of the principles Ray Kroc lived and led by. * Vision Once he had witnessed the McDonald brothers hamburger drive-in in San Bernardino, Kroc knew he had found what he was looking for: the opportunity to establish a nationwide chain of standardized, fast-food eateries. Today it seems obvious, but given the time, 1954, it seemed closer to fantasy. Friends of Kroc warned him that he was crazy to consider building a business on 15-cent hamburgers. It must be said that Kroc initially envisioned McDonalds as a opportunity to sell more Multi-mixers, but the more he investigated and the more he invested, he realized that McDonalds had the potential to rewrite the fast-food rule book and in the process establish the quick service restaurant business. * Conviction Theres almost nothing you cant accomplish if you set your mind to it he told a group of MBA students in 1976. And he lived those words. Kroc held fast to his dream of McDonalds restaurants. And furthermore to the idea that the restaurant concept would only succeed if everyone in the system operators, suppliers, corporate held to the same strict standards in food offerings, food preparation, food delivery, and service principles. * Flexibility As rigidly as Kroc held to strict standards in food preparation and service, he was open and eager for new ideas, chiefly from operators. New products like Big Mac and Egg McMuffin emerged from operators; Krocs attempts at new products the Hula Burger and a strawberry dessert, to name two were abject failures. Yet Kroc was smart enough to run with a good idea no matter who originated it. Thats leadership. * Cooperation Kroc built the McDonalds System on the simple, but fundamental philosophy, that everyone would profit or no one would. For this reason, he established a system that put operator profits first. Only by ensuring operator profitability would the system succeed. (In contrast to other franchisers of the time, Kroc charged no markup for supplies and equipment. He sold everything at cost.) He applied the same philosophy to his suppliers. This faith in letting others prosper first cost McDonalds dearly in the early years, but it paid off handsomely in the end. * Enthusiasm Ray Kroc loved the hamburger business. He could wax lyrically about the water content of french fries, or the curves of a hamburger bun. More so, he enjoyed talking up his restaurant business; it was his passion and his avocation. This kind of enthusiasm seems innate to many salespeople, and they need it in spades. Ardor for what they do steels them against the rejection that salespeople face on a daily basis. Kroc possessed so much enthusiasm; he was contagious. Since his enthusiasm was so infectious, he was able to attract so many of the right people to him. * Toleration of Dissent Many entrepreneurs live by the rule, my way or the highway. Not Kroc. His boldest move in this area was his hiring of Harry Sonneborn as his finance manager in 1956. As different as night and day, Kroc and Sonneborn formed a remarkable team. Where Sonneborn was taciturn and detail-driven, Kroc was outgoing and visionary. But without Sonneborn, McDonalds would never have survived. It was Sonneborns idea to establish the Franchise Realty Corporation, a real estate venture that enabled McDonalds Corporation to profit from the growth of the chain. Sonneborn and Kroc clashed constantly, but Kroc tolerated the dissent because he knew Sonneborn was good for the System. (Sadly, the two eventually parted, but it was well after Sonneborn was a multi-millionaire and had prospered from his ideas.) * Mentoring Salesman that he was, Ray Kroc had an eagle eye for talent. He plucked Fred Turner, the organizational mind behind the McDonalds operating system, from the ranks of potential operators. Kroc nurtured Turner as he did others; and in the process, built his business by selecting the right people at the right time. (It must be said that Kroc was sometimes arbitrary. In a fit of pique he might demand that man who didnt shine his shoes, or wore his hat incorrectly, be fired. Typically, the order would never be carried by Rays executive team who knew better. And in time, Kroc would forget the incident.) * Giving As generous as he was with advice, Kroc was generous with a dollar. After becoming a centi-millionaire several times over, he established a foundation to support his charitable efforts. Even before he was wealthy, McDonalds staged promotional events linked to local Chicago charities. To be certain, the original aim was publicity; but over time, Kroc and his team initiated a culture of giving that is alive and well today throughout the McDonalds System.(The Ronald McDonald House, which provides housing for relatives of children undergoing lengthy hospital stays, is one such example.) Of course, the point of giving is not to get something back, but rather to give something back; For leaders, giving helps create a culture where everyone in the organization becomes more outwardly focused in ways large and small that help benefit others. Kroc understood this principle and the organizations he built are a testament to it. * Optimism If ever there were the archetype of salesman whos always looking for a rainbow in a hailstorm, its Ray Kroc. I have always believed that each man makes his own happiness and is responsible for his own problems, so wrote Kroc in his autobiography, Grinding It Out. It was a philosophy that served him well. Faced with adversity throughout his life, he overcame much of it and succeeded beyond his wildest dreams. Curiously, Krocs original passion was music; he was a piano player in nightclubs. But since it was not the kind of lifestyle that appealed to his wife nor to Krocs own entrepreneurial aspirations Kroc gave it up for a career in sales. Still, he possessed the irrepressible optimism that come from someone who can break into a song to please a crowd. All of these traits contributed to Krocs leadership style, but perhaps the greatest was his ability to sell an idea. The reason he was so persuasive was not because he was a good storyteller (he was); a good socializer (he was); had a way with words (he did). No, the chief reason for his leadership was Kroc was able to sketch out his vision and have the listen participate in it with him. Whether Ray was talking about french fries, or the McDonalds System, he believed in absolute truth of what he was saying. His sense of conviction larded with plenty of optimism, dwarfed doubt and helped the listener participate in the dream with him. Most important, this vision also was predicated on the idea that the listener would benefit by sharing in the dream with Kroc that would enrich and ennoble all who shared it. Couple Krocs conviction with his overwhelming optimism and you have a leader of whom salesmen can be proud and from whom managers everywhere can learn. Julia Gillard looks set to become Australias first female prime minister after Kevin Rudds support within the party all but evaporates. JULIA Gillard has never suffered from a shortfall of self-confidence but, equally, she has never displayed the kind of naked ambition that defined Kevin Rudd before he got the job, either. The confidence was on display four years ago when she discussed leadership as a hypothetical and observed: I think people are over the kind of really highly managed, suited, white bread style politicians. I think people are looking for more than that and different to that and, you know, I think I am different to that. But the confidence evident on the ABCs Australian Story was always underpinned by self-discipline, patience and an absence of hubris. Advertisement: Story continues below Rudds impatience asserted itself in an intellectual arrogance that meant the reservoir of goodwill was low when the chips were down. Gillards more grounded demeanour is just one of the reasons the disaffected are willing to embrace her. The qualities that stamped her as a future leader are the ones that will be put to the test if, as now seems likely, she becomes the countrys first female prime minister. There is no more perfect parliamentary performer on Labors side than Gillard, and no one who is better placed to take on Tony Abbott. She can master a brief, communicate a message, demonstrate wit and go for the kill. There is also the tenacity that asserted itself when, before her career even began, she failed in three separate pre selection bids and again yesterday when she staked her claim. The qualities that some suspected would constrain her ambition being female, unmarried and from the left of the ALP will be of no consequence today. But the gamble Labor has taken in tearing down the leader who delivered them power before he has served a full term is difficult to comprehend. As a member of the Rudd kitchen cabinet, Gillard shares responsibility for virtually all the negatives of recent months the broken promises, the retreat on the emissions trading scheme, and the brawl with the miners over the proposed resource rent tax. She has also presided over the schools building program that has faced heavy criticism, especially in New South Wales. But the truth of it is that Rudds inability to recognise his failures and project a confidence that he is capable of changing persuaded the plotters to put the weight on Gillard. This is not the way Gillard, or those who believe in her leadership qualities, wanted her to become prime minister. This is clear from what she told this writer in 2006 If, in the dim and distant future well down the road the Labor leadership were vacant, I would think about it then. But its never been in my nature particularly having seen what happened with Simon [Crean] to believe its about destabilising leaders. But in politics, you dont get to choose, and she will find out soon enough whether she is what she believes the electorate is looking to embrace. Part B Workplace Frustrations Poor Communication This doesnt sound like a very nice position to be in and it does need addressing sooner rather than later; if so many of you are unhappy, the business will end up losing good members of staff through neglect. If you one member of senior management and have felt like you achieved nothing, dont let this make you lose confidence/faith in the rest of the senior management team. There will be someone who is willing to listen and help where possible. You should request to have a team meeting/operator discussion with a member of staff either on the same level as the person you spoke with before or higher. Even better would be two members of staff from this level, one from your direct line managers (perhaps a team leader) and then possibly your HR officer. This time, however, manager should stand up as an individual from the contact centre trying to be the voice for everyone else. This can often land you in trouble because even though youre trying to help people who darent speak up, the result can be that it looks like you and you alone who has an issue. So, you need to get a couple of people together that feel the same and ask if a team meeting can be held. For this meeting you will need to have the points you want to discuss ready along with some ideas of how you feel the problem can be eased or even rectified. Make sure your colleagues dont try and turn this meeting into a slanging match, keep it as a civil discussion between all attendees as the management are more likely to listen and pay attention this way. The good thing about going forward as team should be that the senior management will sit up and listen. If just one person makes a noise, they might assume that the problem isnt that big or even isnt really a problem at all. The more people moved to become involved, the more likely your managers will actually want to resolve your issues. It will also be more difficult for them to give you your marching orders as they would have to treat your colleagues in the same way. And what company wants to lose three, four or more conscientious, committed staff members? Office Politics and Lack of Teamwork Where office politics exist there is almost always a lack of teamwork, this two politics overlaps. Since someone has decided to get ahead by limiting cooperation or information sharing.   In fact, I think these are really the same issue.   Theres only one reason that teams or individuals within a company should fail to work together effectively, and thats when there are incentives to encourage them to do otherwise.   If a business is established to make the best use of its resources, and then builds walls and political machinations that make it less efficient, those failures have to be obvious to the people in control.   So office politics and a lack of teamwork are not just accepted but often implicitly condoned by a management team that cant create clear incentives to work together and seems more intent on creating competitive teams that excel by eliminating team work. These frustrations point to t

congressional reconstruction- civil war :: essays research papers

The governments established under Congressional Reconstruction made notable and lasting achievements. One positive outcome that resulted was the Civil Rights Act of 1866, which extended citizenship to African Americans and listed certain rights of all citizens such as the right to own property, bring lawsuits, and testify in court. Another major outcome was the Fifteenth Amendment, which prohibited the states from denying the right to vote because of a person’s race or because a person had been a slave. This finally granted African Americans the right to vote and marked an important change in the history of our country. A negative outcome resulted politically from congressional Reconstruction. Many of the federal laws concerning reconstruction led to the strengthening of the federal government at the expense of the states. These new laws often placed significant restrictions on state actions on the ground that the rights of national citizenship took precedence over the powers of state governments leading to an increase in sectional bitterness, an intensification of the racial issue, and the development of one-party politics in the South. Stemming from this â€Å"infringement† of states’ rights and intensified by the election of 1868 was another negative outcome. Fierce activities were stirred up by groups such as the KKK- violence became prominent, and terrorists and mobs attacked many people- mostly Republicans and blacks. The end of slavery brought new expectations for all African Americans, whether they had been slaves or not. Taking advantage of the new choices that freedom opened, they tried to create independent lives for themselves, and they developed social institutions that helped to define black communities. African Americans also expected political and economic equality. Few were able to acquire land of their own- a significant constraint on their economic choices- and most became either wage laborers or sharecroppers. Having no land, no tools, and no money, the freed slaves had only their personal labor to sell.

American Literature Summer Reading List Essay

The following list was complied from the recommendations of the Belmont High School English department and contains some of the best-known works of American literature. Each book addresses the American Dream and/or American identities. All entering 11th graders must read at least one book from the list below over the summer. Students entering English 11 Honors must read at least one contemporary AND one classic work from the list. The American Literature Summer Reading page on your Edline account provides summaries of the works listed below; it will be available until July 15th. We encourage all students to preview a book before making a choice in order to determine that the writing style and narrative voice will be a good fit. Please consult your 10th grade teacher if you need help finding a book that is a good match for you. Author Book Joan Didion Joan Didion W. E. B. Du Bois Booker T. Washington The White Album: Essays Slouching Toward Bethlehem: Essays The Souls of Black Folk Up from Slavery Fear and Loathing in Las Vegas: A Savage Journey to the Heart of the American Dream The Dharma Bums On the Road Hunter S. Thompson Jack Kerouac Jack Kerouac Malcolm X and Alex Haley Tom Wolfe Alex Haley Ayn Rand  Ayn Rand Bernard Malamud E. L. Doctorow Edith Wharton Edith Wharton F. Scott Fitzgerald F. Scott Fitzgerald Herman Melville James Baldwin James Weldon Johnson The Autobiography of Malcolm X The Electric Kool-Aid Acid Test Roots The Fountainhead Atlas Shrugged The Natural Ragtime The Age of Innocence The House of Mirth Tender is the Night This Side of Paradise Moby-Dick Go Tell it on the Mountain Autobiography of an Ex-Colored Man Genre Essays Essays Essays Memoir Era Classic Classic Classic Classic Memoir Memoir Memoir Classic Classic Classic. Memoir Memoir Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Classic  Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Joan Didion John Cheever John Dos Passos John Irving John Steinbeck John Steinbeck John Updike Kate Chopin Ken Kesey N. Scott Momaday Nella Larson Norman Mailer Philip Roth Ralph Ellison Raymond Chandler Richard Wright Rita Mae Brown Robert Penn Warren Saul Bellow Sinclair Lewis Theodore Dreiser Theodore Dreiser Upton Sinclair Vladimir Nabokov Willa Cather Willa Cather William Faulkner Studs Terkel Play It As It Lays The Wapshot Chronicle The U. S. A. Trilogy The World According to Garp East of Eden The Grapes of Wrath Rabbit, Run The Awakening One Flew Over the Cuckoo’s Nest House Made of Dawn Passing An American Dream Portnoy’s Complaint Invisible Man The Big Sleep Black Boy Rubyfruit Jungle All the King’s Men The Adventures of Augie March Main Street An American Tragedy Sister Carrie The Jungle Lolita My Antonia O Pioneers! Absalom, Absalom! Working: People Talk About What They Do All Day and How They Feel about What They Do Arthur Miller A View from the Bridge Lorraine Hansberry Sherwood Anderson Sarah Vowell Toure A Raisin in the Sun Winesburg, Ohio The Partly Cloudy Patriot Who’s Afraid of Post-Blackness? What It Means to be Black Now Novel Novel Novel. Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Novel Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Classic Oral History Play Play Short Stories Essays Essays Classic Classic Classic Classic Contemporary Contemporary Annie Dillard Barack Obama Bob Dylan Itabari Njeri James McBride Jay-Z John Edgar Wideman Luis Rodriguez Maxine Hong Kingston Richard Rodriguez Barbara Ehrenreich Dave Eggers. David Bianculli Erik Larsen Greil Marcus John Berendt Jon Krakauer Neil Swidey Tom Wolfe Amy Tan Andre Dubus III Annie Proulx Audrey Niffenegger Barbara Kingsolver Barbara Kingsolver Barbara Kingsolver Chad Harbach Chang-rae Lee Cormac McCarthy Daniel Wallace Danzy Senna Dave Eggers David Foster Wallace An American Childhood Dreams from My Father: A Story of Race and Inheritance Chronicles, Vol. I Every Goodbye Ain’t Gone The Color of Water: A Black Man’s Tribute to His White Mother Decoded Brothers and Keepers Always Running: La Vida Loca: Gang Days in L. A The Woman Warrior Hunger of Memory: The Education of Richard Rodriguez. Nickle and Dimed: On (Not) Getting by in America Zeitoun Dangerously Funny: The Uncensored Story of â€Å"The Smothers Brothers Comedy Hour† Devil in the White City The Old, Weird America: The World of Bob Dylan’s Basement Tapes Midnight in the Garden of Good and Evil Into the Wild The Assist: Hoops, Hope, and the Game of Their Lives The Right Stuff The Joy Luck Club House of Sand and Fog The Shipping News The Time Traveller’s Wife The Bean Trees Animal Dreams The Poisonwood Bible The Art of Fielding Native Speaker Blood Meridian Big Fish: A Novel of Mythic Proportions Caucasia What is the What Infinite Jest Memoir Memoir Memoir Memoir. 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Effects of Communication on Employee Essay

This study explores the positive effects of effective communication on employee motivation and performance. Specifically, in intends to compare the results between service employees and manufacturing employees in terms of communication as a motivating factor. The theories used in this study to create a conceptual framework are Herzberg Two factor theory, Goal Theory, and the circular theory of communication. The concept is that when hygiene and motivator factors are high, goals can be developed, but can only be effective only if the message was disseminated effectively. The study uses quantitative research on service and manufacturing employees. They were surveyed using a semi-structured questionnaire with ranking questions and some open-ended questions. The study found that there were only slight differences in the motivator factors for both set of respondents but there service employees are higher in hygiene. Both industries, however, see communication as an important factor in motivation. However, they only experience high hygiene, but less motivator, which means that they are not fully motivated. It has been suggested that the companies of the employees surveyed should invest on improving the motivator factors within the working environment and improve communication flows. CHAPTER 1 THE PROBLEM AND ITS BACKGROUND This study examines the importance of communication on the performance and motivation of employees. The target samples of the study are employees from service and manufacturing companies. This allows seeing the importance of organizational communication in two different angles – that is the difference between the views of service and manufacturing companies regarding the matter. Comparison of these views may lead to the development of new hypotheses or theories that may contribute to human resource management research. In this chapter, the nature of problem is presented and discussed. The backgrounds of different variables related to the study were also featured. Here, the aims, objectives, problem statements and significance of the study were also explained. BACKGROUND OF THE STUDY Employees Employees basically refer to people who work for another in return for wages or salary (Gillis, 2004). Legally, an employee is referred to a person hired to provide services to a company on a regular basis in exchange for compensation, and who does not provide these services as part of an independent business (Gillis, 2004). However, Gillis (2004) stated that employees are more than any of those definitions. Employees are the lifeblood of the organization because they are the ones who provide products and services that define corporations, organizations and government entities (Gillis, 2004). They are referred to as the most precious assets of the organization because without them, the organization is crippled and cannot function effectively. Because of the important role of employees, organizations have the responsibility to motivate them so as they can function more effectively. Theories of motivation such as Maslow’s theory, Alfelder’s theory, McClelland’s theory, and Herzberg’s theory (Mullins, 1999) explain why employees should be motivated and why organizations should take this concept into consideration. But what really constitutes effective employee motivation? Several research and organizational reports point positive communication as one of the most important factors that build effective employee motivation. For instance, Riccomini (2005) cited a couple of organizational research by General Electric and Hewlett-Packard in the eighties that concludes: â€Å"The better the managers’ communication, the more satisfied the employees were with all aspects of their work life†. Building a positive communication with employees is important because they are the organizationâ€℠¢s best ambassadors or loudest critics, depending on how fast they get relevant information and the context in which it is received (Howard, 1998). Information consistency affects the success of the company and if it fails to communicate information internally and externally, the reputation of the company may fall. Communication basically uplifts the morale of an employee as it makes them feel that they are valued by the  organization. This also builds employee loyalty and satisfaction. As Goldfarb (1990) stated: â€Å" Employers are becoming more aware that employee loyalty, commitment, and concern for quality depend on effective employee communication. Communication Communication is not just important to an organization, but is an important component in everyday human life. Gamble and Gamble (1999) stated: â€Å"Communication is the core of our humanness†, and that â€Å"how we communicate with each other shapes our lives and our world† (p.4). Communicative skills help humans to reach out to one another or to confront events that challenge our flexibility, integrity, expressiveness and critical thinking skills (Gamble and Gamble, 1999). Communication is rather complex to define in a single sentence. In a glimpse, however, it has many types which include: interpersonal communication; intrapersonal; group communication; public communication; mass communication; and online or machine-assisted communication (Gamble and Gamble, 1999). Interpersonal communication means to interact with another person, while intrapersonal means to interact with oneself, or to reason with or evaluate self (Gamble and Gamble, 1999). Group communication, on the other hand, is defined as the process of interacting with a limited number of others, work to share information, develop ideas, make decisions, solve problems, offer support, or have fun (Gamble and Gamble, 1999). Mass communication, is communicating to a large number of people using media (television, newspaper, internet, radio), and finally, online or machine assisted communication deals with communicating through the use of online software that are programmed to interact with browsers or users (Gamble and Gamble, 1999). Communication is also categorized into two: verbal and non-verbal. Verbal communication means the use of the spoken word when communicating, while non-verbal communication means using other medium such as body signals, writing etc. (Gamble and Gamble, 1999). Communication undergoes a process, which involves the information source, the transmitter, noise source, receiver and destination. This is based on the communication theory (see figure 1) that was developed by Shannon and Weaver (1949). The information source is the communicator of the information, which then uses a specific type of transmitter or medium (e.g. verbal, written, telephone, etc). The receiver receives the information, but the information can be affected by a specific noise source, which can be a distraction from anyone or anywhere. The receiver then interprets the message and finally puts the communicated message in its destination (Bryant and Heath, 2000). Figure 1: Shannon and Weaver Theory of Communication The theory of communication evolved over the years, but the model of Shannon and Weaver (1949) is one of the firsts that explains the process of communication. Today, communication is being regarded as an important factor in business, and that the ability of the company to communicate can determine its success. Business Communication Communication is important in business because a business environment is a place where many interactions are needed, and much information should be acquired (Eckhaus, 1999). It always involves openly competitive activity, in which working professionals debate issues, defend positions, and evaluate the arguments of others (Eckhaus, 1999). Most working professionals, particularly those in middle and upper management, routinely produce a variety of messages, many of which are in the written form of memoranda, electronic mail, letters, reports, performance reviews, instructions, procedures, and proposals (Eckhaus, 1999). It is also argued that a fuller understanding of organizations is a vital ingredient at every forward step of the career process, and that communication is a primary element for understanding how organizations function and how members of the organization should, even must, behave in organizations if they are to  advance their careers (Harris, 1993). The practice of effective communication within the organization is also linked with the development of a healthy corporate culture, job satisfaction of employees, and the happiness and productivity of employees (Harris, 1993). Communication skills are also important to organization leaders because it helps them manage the company more effectively (Harris, 1993). Companies recognize the importance of communication that is why it is a barometer in hiring or measuring employee performance. Waner (1995) found that companies want their employees to maintain confidentiality, write persuasively, write routine letters, use proper placement and format, compose at the keyboard, and write special types of letters. Furthermore, interpersonal and oral skills were rated as very important. Also, basic English as well as abilities dealing with ethics, morals, values, and sensitivity were rated either important or very important (Waner, 1995). Although there were proven studies that communication promotes positive improvement in organizations, specifically motivation and performance improvements of employees, studies often fail to compare the level of importance of communication in terms of firm industry types. Firms of today can either belong to the manufacturing or service industry. Each industry has different traits and characteristic from the other. Service industries sell and produce intangible services, while manufacturing companies sell tangible manufactured products. The management of the service firm is basically different the manufacturing firm because they have different organizational structures, services and products being provided, and working systems. STATEMENT OF THE ISSUE AND RESEARCH OBJECTIVES While many organizations believe that positive employee communication promotes employee motivation, this belief can still be considered as a complex issue because of the changing nature of  organizations and the differences of their structure. For instance, the old employee communication paradigm relied on top-down approaches to reach their employees (Edelman, 2004). Today, this has already been replaced by new communication paradigms where employees â€Å"ping† sources both inside and outside their organization for information (Edelman, 2004). Employees are now basically treated as consumers. The Workplace Communication Consultancy (2005) even reported that statistics show â€Å"90% of those who are kept fully informed are motivated to deliver added value; while those who are kept in the dark almost 80% are not†. However, such results are not industry specific. Industries vary in terms of culture – for instance, service versus manufacturing industry. Thus, this study will confirm the effects of positive communication on employee motivation in two specific industries – service and manufacturing. The following are the research objectives of the study: 1. To confirm the effectiveness of positive communication on employee motivation. 2. To determine the effects of positive communication on employee motivation in service companies. 3. To determine the effects of positive communication on employee motivation in manufacturing companies. 4. To find out if the relationship between positive communication and employee motivation depends on which industry the organization is into. Needless to say, two groups of companies will be surveyed in this study –from the service industry; and from the manufacturing industry. The results from the two groups will be compared and evaluated to determine if the relationship between positive communication and employee motivation depends on a specific type of industry. Hypothesis The study aims to test the hypothesis that: â€Å"managers in manufacturing companies give importance to motivation but their employees are less motivated compared with service companies†. The reason why that hypothesis is developed is because of the  difference between service and manufacturing company operations and process. For instance, since the service companies already dominated the market and most of their employees have higher salaries compared to manufacturing workers, there are great differences in terms of motivational factors. SIGNIFICANCE OF THE STUDY The study is significant to both service and manufacturing companies because it offers insights on which industry gives higher importance to communication. Through this study, the importance of communication in organization is once again emphasized. However, the comparison between the two business industries gives new insights and may develop new hypotheses for future studies. This study may help develop theories for service and manufacturing companies on how communication can be used as a tool to motivate employees to improve their performance or work. This study is also significant to communication and business students. For communication students, this study may benefit them because it may serve as a reference when it comes to communication theories or the role of communication in business. On the other hand, for business students, this paper may also serve them as a useful academic reference tool. Through this study, they will realize early the importance of communication and how this can help them become motivated or more active at work. THEORETICAL FRAMEWORK Because the aim of this study is to determine a possible motivational factor for employees (which is specifically â€Å"communication†), the theoretical frameworks that have been chosen for this study are motivational theories – a content motivation theory; and a process motivation theory. Theories of motivation can be divided into two: the content theories; and the process theories (Mullins, 1999). Content theories emphasize the factors that motivate individuals. Examples of content theories are Maslow’s theory, Alfelder’s theory, McClelland’s theory, and Herzberg’s theory (Mullins, 1999). On the other hand, the emphasis on process theories is on the actual  process of motivation. Some examples of process theories are Expectancy theories, equity theory, goal theory, and social learning theory (Mullins, 1999). The content motivation theory that has been chosen as one of the frameworks for this study is Herzberg’s Two-Factor Theory or Motivator-Hygiene Theory. This theory basically extended Maslow’s hierarchy of need theory and is more directly applicable to the work situation (Steers, 1983; Kreitner and Kinicki, 1998). Herzberg’s research suggested that motivation is composed of two largely unrelated dimensions: job-related factors which can prevent dissatisfaction, but do not promote employees’ growth and development (hygiene); and job-related factors that encourage growth (motivators) (Steers, 1983; Kreitner and Kinicki, 1998). Herzberg’s theory is the first of its kind to emphasize the importance of non-monetary rewards in motivating employees (Gevity Institute, 2005). According to this theory, satisfying experiences are most often associated with the non-monetary, or intrinsic, content of the work. This includes variables such as achievement, recognition, personal growth, personal responsibility and the characteristics of the work (Gevity Institute, 2005). These factors are called motivators. When people are satisfied, they attribute their satisfaction to the work itself and not on the environment in which they work (Manisera et al, 2005). On the other hand, dissatisfying experiences result from the extrinsic work environment (Gevity Institute, 2005). These factors include company policies, salary, co-worker relations, supervisor relationships, status, supervision, personal life and job security (Herzberg, 1966; Gevity Institute, 2005). Extrinsic factors cause a person who feels neutral about the job to feel dissatisfied and less motivated (Herzberg, 1966; Gevity Institute, 2005). The theory explains that workers basically attribute their dissatisfaction to the environment in which they work, or conditions that surround the doings of the job (Herzberg, 1966; Gevity Institute, 2005). This is also known as the â€Å"Hygiene factor† (Herzberg, 1966). This should be continually maintained because employees never completely satisfied (Manisera et al, 2005). Manisera et al (2005) noted that when the hygiene factors are very low, workers are dissatisfied. However, when hygiene factors are met, workers are not dissatisfied but it does not necessarily mean that they are satisfied or motivated to work. The same goes for the motivator factors. When motivators  are met, workers are satisfied leading to higher performance. However, when motivators are not met, workers are not satisfied but it does not necessarily mean they are dissatisfied with their work. For this study, the following are the motivators and hygiene that affects the employees: HygieneMotivator 1.Supervisor’s participation level 2.Supervisor’s directions/expectations. 3.Supervisor’s communication approach to employees. 4.Supervisor’s willingness to help employees on problems concerning work information or directions. 5.Supervisor’s preferred medium when communicating with employees. 6.The level of noise where communication takes place. 7.How information about salaries or company policies are communicated to employees. 1.The employee receives appraisals or compliments when a job is well done. 2.The employee is being given awards for performance and this is broadcasted or made known throughout the company. 3.The responsibility of the employee is well-communicated or well-explained in terms of its contribution to the company. 4.Improvements are well-communicated to employees. 5.Employees receive briefing or information regarding changes in management or company policies. 6.Employees feel they are part of the company. 7.Employee mistake are corrected through strategic communication by the supervisor. On the other hand, the process motivation theory adopted for this study is the goal theory of motivation. In the late 1960s, Edwin Locke proposed that intentions to work toward a goal are a major source of work motivation (Locke and Latham, 1990). That means the goal will tell the people what needs to be done and how much effort will need to be put in order to fulfill the goal and target of the organization (Locke and Latham, 1990). The key steps in applying goal setting are: (1) diagnosis for readiness; (2) preparing employees via increased interpersonal interaction, communication,  training, and action plans for goal setting; (3) emphasizing the attributes of goals that should be understood by a manager and subordinates; (4) conducting intermediate reviews to make necessary adjustments in established goals; and (5) performing a final review to check the goals set, modified, and accomplished (Matteson, 1999).