CASEY JEMO V.

SAN AGUSTIN
BSIT 3-2N
1.)
(A) Maslows Theory
Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943
paper "A Theory of Human Motivation" in Psychological Review.[2] Maslow subsequently extended the
idea to include his observations of humans' innate curiosity. His theories parallel many other theories of
human developmental psychology, some of which focus on describing the stages of growth in humans.
Maslow used the terms "physiological", "safety", "belongingness" and "love", "esteem", "self-actualization"
and "self-transcendence" to describe the pattern that human motivations generally move through.
.
(B) Hertzberg Theory
The two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-factor
theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate
set of factors cause dissatisfaction. It was developed by psychologist Frederick Herzberg, who theorized
that job satisfaction and job dissatisfaction act independently of each other. Two-factor theory
fundamentals: Attitudes and their connection with industrial mental health are related to Abraham
Maslow's theory of motivation. His findings have had a considerable theoretical, as well as a practical,
influence on attitudes toward administration.
(C) Group Behavior
An organization consists of individuals with different tasks attempting to accomplish a common
purpose.

2.) WHAT ARE THE MOTIVATIONAL TECHNIQUES FOR EMPLOYEES?

1. Provide Meaningful and Challenging Work - Regardless of the actual work that is being done, people
generally want to feel a sense of:
> Achievement
> Responsibility
> Enjoyment
> Recognition
Even the most mundane of work can be motivating if the leader helps the team member put into context
the value their work brings either to the consumer or to the organization.
2. Set Clear Targets and Expectations and Measure Performance - People can be all fired up and ready
to give of their best, but if they don't know what is excellent performance, or don't know when they've
performed excellently, or don't know what the aim of the game is ... you can pretty well shut the gate on
motivation.
Spelling out specific targets, goals, and expectations for behavior and performance need not be anything
complicated ... it just needs to be done and people need to get regular and timely feedback on how they
are performing against those goals.
3. Give Regular, Direct, Supportive Feedback - both positive and performance improving - is vital to
continuous improvement and done well it motivates and inspires people to continually move toward using
more of their potential.

CASEY JEMO V. SAN AGUSTIN

BSIT 3-2N
4. Design People's Roles So They Can Use Their Strengths - Assigning people to specific tasks and
duties that play to their strengths is one of the best employee motivation techniques. Research has
shown, more than anything, people who are able to make use of their strengths on a regular basis while
at work are more likely to work in teams that perform at higher levels.
5. Enable Input and Choice In How Work Gets Done - Provide people with a forum where they can
provide their input in to how work is performed. Giving people control over how they perform the work is
intensely motivating.
3. IMPORTANCE OF TEAMWORK
This means a sense of unity, of enthusiasm for common interests and responsibilities, as
developed among a group of persons closely associated in a task, cause, enterprise, etc.
>Work Efficiency
Teamwork enables you to accomplish tasks faster and more efficiently than tackling projects individually.
Cooperating together on various tasks reduces workloads for all employees by enabling them to share
responsibilities or ideas.
>Improved Employee Relations
Teamwork is important in an organization because it provides employees with an opportunity to bond with
one another, which improves relations among them.
>Increased Accountability
Teamwork increases the accountability of every member of the team, especially when working under
people who command a lot of respect within the business.
>Learning Opportunities
Cooperating on a project is an opportunity for new workers to learn from more experienced employees.
Teams often consist of members who differ from one another in terms of skills or talents.

4. THE ROLE OF MANAGEMENT FOR TEAMWORK

A team leader/managers job is to get things done by using all resources available to them. One of the
first and most famous management theorists was Henri Fayol. Based on observation and experience, he
proposed that there were five main functions of management.
Fayols work illustrated a good system to help managers to work effectively. For instance, a scenario
might be that a team is given an objective to find a way of reducing waste. Fayols five functions can be
applied to this waste reduction scenario to illustrate the importance of each function.
> Planning involves setting goals for future performance. For instance, achieving a 5% reduction in waste
over the next two years. This will involve deciding what equipment, training and staff involvement will be
needed to achieve this goal.
> Organising involves assigning tasks to different departments or individuals to achieve the goal.
> Commanding involves giving instructions to subordinates to carry out tasks. Such leadership is vital and
CMI is committed to developing managers skills in this area.

CASEY JEMO V. SAN AGUSTIN

BSIT 3-2N
> Co-ordinating involves bringing all departments together to achieve the goals. Achieving waste
reduction will involve the operations team improving practices whilst the HR team will decide what training
may be needed. The finance team will work out budgets available to finance any changes.
The final key function is controlling. Managers need to monitor progress against the goals, in this case
reducing waste, and take appropriate corrective action as and when it is required.

5. WAYS TO IMPROVE COMMUNICATION WITHIN AN ORGANIZATION

> Prepare to Follow the Sequence
The approach is simple. First, senior leaders develop a succinct, short message. They then divide up the
front-line supervisors into equal groups. The leaders go out into the work areas of the supervisors,
discuss this message, seek open discussion and check for retention with the supervisors. This can be
done individually or in small groups.
It is important to document how well the employees have retained the message. Talking to a few people
to get a gut check is too subjective to make sure the message was well received. Using this simple matrix
helps to make sure that the desired outcome has in fact occurred. When actually scoring the retention,
three levels of response should be expected full recall, some recall or no recall. Two people are usually
involved in conducting the review the top site manager and the project leader. This typically requires
two 2-hour sessions, carrying a clipboard with the questions and any additional information that you would
like to leave with each person interviewed.
> Additional Considerations
It is important to avoid a common mistake with organizational communications measuring the success
of a communication from the senders point of view. Leaders frequently feel that we told them or we
have communicated this with a town-hall meeting, sent e-mails and put out posters regarding this
message, they must know what were talking about. In fact, they are assuming the employees got the
message because of their high confidence in the development of the message and channels selected to
deliver it. There are always opportunities to improve the effective delivery of a message, yet the only way
to avoid assumptions of retention is to monitor retention with the receiver.
> Another important concept is that the communication blitz is intended to be a series of messages, not
just one round. When the leaders are out checking the retention of the second and third messages,
different employees should be approached. For each round that this is performed, a new message and
subsequent questions need to be developed.
Including the top site leader during retention checks sends a significant message about the importance of
the project at hand. When the hourly employees are approached by the top manager and the project
manager, they get a clear message about the importance of the change and how they need to make sure
to engage any information coming out about this project going forward.

6. CONTENTS OF A NEWSLETTER OF AN ORGANIZATION

In general, the objectives of an employee newsletter are similar to those of any internal communications
channel;
reach, readership /cut-through for important messages, reader engagement and influencing attitudes and
behaviors.

CASEY JEMO V. SAN AGUSTIN

BSIT 3-2N
Breaking down silos. - Employee newsletters can also be a good way to break down silos within an
organization by allowing you to share the activities and news from one division across the wider
organization.
Reducing email overload. - Employee newsletters provide the means to aggregate mass email messages
and reduce email overload for employees. The newsletter can contain notices such as; planned IT
outages, marketing updates, HR announcements and so on that would otherwise fill up inboxes as
separate emails arriving at different times.
Reinforcing other communications. - Appropriate newsletter articles can serve to reinforce and promote
information and messages in other communications channels such as the intranet.
A casual tone is usually appropriate for a staff newsletter. Plus regular features and interactivity in
the form of reader feedback, quizzes and surveys, and if possible, user generated content, can
encourage readership. Employee newsletters ideas - business related content:
> Organizational changes and other important news
> Product updates and developments
> Innovation in the industry
> Competitor updates
> Updates on current initiatives within the business
> "Did you know?" from subject matter experts
> "Housekeeping" updates such as; use of meeting rooms, car parks etc.
> Information on benefit plans and wellness programs
> Latest survey results
> Summary of key internal staff vacancies
> Updates and news. E.g. what's new on the intranet, performance updates, IT and systems updates etc.
> The newsletter can also feature a regular message from the CEO and/or leadership team. This means
that employees don't have to visit his or her intranet page or blog separately (but they might click through
to it from a link in the newsletter article).
> Even bad news can be appropriate for a staff newsletter. There is little point hiding or sugar coating bad
news as it damages the credibility of an organization and can create fear and insecurity for employees.
Sometimes bad news, when spoken about honestly and openly in a newsletter article can compel staff to
get behind and support an organization.

7. THREE WAY COMMUNICATIONS

A powerful three-way communication technique, ensures both authenticity and accuracy of information as
it is exchanged. The three steps are sender, receiver acknowledgment, and sender acknowledgement.
The Receiver must listen for the words, thats correct from the Sender. If the information is not correct,
the Sender repeats the communication mutual understanding of what has been expressed.

CASEY JEMO V. SAN AGUSTIN

BSIT 3-2N
8. WHY COMMUNICATION IS IMPORTANT IN TQM?
Communication is the life blood of an organization. Communication plays a significant role in connection
with quality issues. Communication is an important means of realizing quality. There is strong relationship
between good communication and successful quality implementation. Although communication has
always been key requirement of good management, it's even more important in the implementation of
total quality management (Schmidt and Finnigan).
Total quality management depends on communication that flows in all directions up, down and laterally.
Internal and external customers have to let know suppliers what they need. Suppliers have to let know
their customers what they can realistically provide.
IBM is a good example of TQM organization that recognized the importance of communication in its
quality attempts.
Finally the success of an organization's quality efforts relies largely on focusing on the right objectives and
its ability to communicate them to the customers both internal and external. To conclude as stated by
American Management Association International, "For total quality to work, communication between all
levels in the organization is vital. Because total quality is a game that everyone must play".
Thus it's important to note that without effective communication, TQM will not work in an organization.

9. MENTORING
"Mentoring is to support and encourage people to manage their own learning in order that they may
maximise their potential, develop their skills, improve their performance and become the person they want
to be." Eric Parsloe, The Oxford School of Coaching & Mentoring
Mentoring is a powerful personal development and empowerment tool. It is an effective way of helping
people to progress in their careers and is becoming increasing popular as its potential is realised. It is a
partnership between two people (mentor and mentee) normally working in a similar field or sharing similar
experiences. It is a helpful relationship based upon mutual trust and respect.

10. WHY MANAGEMENT IS NOT INTERESTED IN TRAINING EMPLOYEES?

I think, management is not interested in training employees, they tend to hire people who has experience
in the field they need it is because management don't want to train newbies in the field. It will cost money
for the training, time that is consumed in the training process, and it is hard to teach everything to the
person who actually doesn't have enough knowledge and skill in the certain field.

11. WHY TRAINING IS A FORMAL ACTIVITY

Very simply put, formal training is training that follows some designed form. Informal training does not
have an intended, consistent form and usually occurs rather spontaneously and/or casually, for example,
reading a book or having an enlightening discussion with a friend. Formal training tends to include
preferred results, learning activities intended to achieve the results and some form of evaluation.
Systematic, formal training includes careful assessments and attention to determining training goals,
designing and building methods and materials that are directly aligned (and often pretested) to achieve
the goals, implementing training, and careful evaluation to ensure that training is carried out effectively

CASEY JEMO V. SAN AGUSTIN

BSIT 3-2N
and that training goals were reached. In systematic, formal training, each phase of the process produces
results directly needed by the next phase.