5.Мотивация

It goes without saying that he best way to increase workers efficiency is to improve their job satisfaction and motivation. To achieve this, managers must clearly know what motivates people. By understanding the factors influencing motivation, they can create conditionals in which employees will perform to the maximum potential.

One of the best known theories of motivation was put forward by American psychologist, Abraham Maslow. In his theory, he presents a hierarchy of needs. First and more important is psychological needs.

These were things required to sustain live like food, water, air, sleep. Until these needs are satisfied, other needs will not motivate people. Security needs come next. There are the needs to be free from danger, physical pain and loss of job. They includes the need for clothing and shelter. Then, social needs mean that human being needs to belong to a group to be liked and lived. After people have satisfied their social needs, they want to have self-respect and to be estimated by other. This is esteem needs. The last one is self actualization needs. These are the highest needs, according to Maslow. They are the desire to develop, to maximize to potential and to achieve one’s goals.

Another theory of motivation, which has been very popular with managers, is Frederic Herzberg’s two-factors theory. He concluded that at work there are certain factors which cause job satisfaction. The group of factors bringing about satisfaction were called “motivators”. They include things like a challenging job, responsibility advancement recognation etc. Herzberg called the other group of factors hygiene or maintenance factors. These include company policy and administration, salary and fringe benefit, status, job security and personal life. This factors are considered to be only “dissatisfactories”, not motivators, but these factors are essential if workers are to be motivated.

If this theory is true it means that managers must pay great attention to job content. They must find way of making job more interesting and challenging.

The work of manager is to ensure that staff work efficiently in an organization. To achieve it manager must know what motivates people. By understanding the factors influencing motivation, they can create the conditions in which employees will perform to their maximum potential. One of the best known theories of motivation was put forward by an American psychologist Abraham Maslow. He presented a hierarchy of needs. He identified basic human needs and classified them in order of importance. Basic needs were in the bottom and higher needs at the top. Physiological needs: food,air,water. Maslow said that until these needs are satisfied, other needs will not motivate people.; security needs: home, clothes; Social needs: it is important to belong to a group; Esteem needs: people want to be esteemed by others, they have a need for power, respect and self-confidence; When a need had been met it stopped being motivating factor. Maslows studies shows that needs vary greatly among individuals. Another " two factor" theory of motivation is by Fredric Herzberg. He concluded that at work there are factors that cause job satisfaction while others lead to dissatisfaction. The first group was called " motivators", it consist of changing job, responsibility, recognition... These factors bring satisfaction. Another group was called "maintenance" factors. It includes policy, administration, salary, job security, personal life. These are dissatisfiers. In fact good managers must try to make the job more challenging and interesting to make common goals achieved. There are also many different types of motivation. The first is Management By Objectives by Peter Drucker. He said that organization and staff should have clear goals. Each individual must understand the goals of the interprise he works for. MBO method pay careful attention to planning. Each individual must define objectives. In MBO individual and interprise objectives are linked. The feature of MBO is that subordinate participates with the manager in developing the objectives. The point is how well or badly subordinate has achieved the goal.  On the first step the subordinate and his manager try to define the job separately. After that meet and discuss their differences of opinions. The next step is to examine each task and decide how well or badly it is being performed. Developing objectives come next. They both try to develop goals which are challenging but realistic. There should be dates by which the subordinate must achieve goals. They make plans and the manager may help the subordinate in some ways. Finally the subordinate sets about achieving the goals. They meet together to discuss the progress. This system helps subordinates to see their role in a company and what his goals should be. As a result he feels more responsible and motivated to be more committed to the objectives.