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DB Response To Chris Wells: Working In A Group

1434 Words6 Pages

Green Posted Date: July 30, 2017 3:29 PMStatus:Published
Running head: REPLY 2

DB Response to Chris Wells

Working in a Group

Working in a group has always been difficult as I had to learn each individuals working style and delegate work that would work toward each person’s strengths. In groups establishing roles whether they are task or maintenance are beneficial to the ultimate success of the team. In high school I learned it was necessary to meet with my teams regularly to ensure that we were on task for assignments to meet each individual deadline. For me, formal groups are more beneficial as it provides a more direct opportunity to engage with it team member. This also allows for every one to hold each accountable for …show more content…

An individual’s work ethic and desire to do “good” work can motivate them in ways that their manager cannot. But satisfaction and motivation are two very different things and although an individual maybe motivated to do the work, they may not be satisfied with the work they are doing or the acknowledgment of the work they are doing. As the Bible states in Acts, 20:35, in all things I have shown you that by working hard in this way we must help the weak and remember the words of the Lord Jesus, how he himself said, “It is more blessed to give than to receive.” You bring your brain to work. You bring your emotions to work. Feelings drive performance. They drive behavior and other feelings. Think of people as emotion conductors (Managing Emotions in the Workplace: Do Positive and Negative Attitudes Drive Performance, …show more content…

Which now I understand why our managers feel as if they must micro-manage our team. Our managers are always popping up and hovering over us to the point they are sometimes doing the work themselves. So I understand why Theory X is applied to this group as there only true motivation is overtime, bonuses and consequences. In the bible, Colossians 3:23 states, “Work willingly at whatever you do, as though you were working for the Lord rather than for people.” regardless of our station in life, God is the one ultimately judging all we do, so all of our service is really for Him. From the mistreated staff to the highest-paid leader, every person is called to work for God's honor.

Motivation varies from one individual to the next even more so in the workplace. Some are motivated by money, some by power, and some by the sheer acknowledgement of their work. Roughly motivation can be described as the reason we as individuals do the things we do. As outlined in the text, motivation refers to the psychological processes that underlie the direction, intensity, and persistence of behavior or thought (Kinicki & Fugate,

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Gibson Zachariah PSY 101 2015/09/13 Study Guide Chapter 8 Definition of Motivation: The driving force that spurs one into action. Ex: Many college students can’t motivate themselves to do work until exams begin, where the potential of failing spurns students everywhere into last minute cram sessions in the hopes they will pass. Components of Motivation: Motivation includes those components strictly related to one’s survival and making sure one doesn’t die. This also ties in with the idea that each person strives to fulfill their biological needs.

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Motivation is the general desire or willingness for a person to pursue their desired goal. It encourages them to reach their goal. The Europeans were motivated to trade across the oceans with the methods and ideas they had. These innovations allowed them to excel in further trades. This period of time was known as the age of exploration.

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pay and bonuses) as well as through the avoidance of disincentives (e.g. threats and discipline). Theory X managers typically assume employees possess unfavorable opinions about work, are incapable of self-direction, need top-down direction, must be forced to work, and avoid taking responsibility for organizational results” (Russ, 2011). Thus, explaining why Theory X managers usually assume that employees must be controlled or directed for adequate effort to be displayed on objectives. An additional point made in the textbook is that Theory X is a conventional view and can be characterized in

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