Personality

Personality

According to Mullins (2010) personality is as ‘an individual’s unique set of characteristics and tendencies which shape a sense of self, and what that person does and the behaviour they exhibit’. There are various theories, debates and approaches to personality. One of them is centred on whether personality is inherited (nature debate) or developed in response to environmental conditions (nurture debate). Some approaches argue for the mix of both genetic end environmental influences.

Some people believe that personality applies to more than one person, that it is determined only by environmental factors. But after studying the issue we can notice that personalities are not the same. For instance if we will take into account twins, children which are born on the same day, and who are brought up in the same environment, show diverse and different behaviour and traits. As a matter of fact there is also contrast between personalities of siblings, who were born to the same parents and grown up in the same environment but still depict inimitable personalities, which vary not only from each other but also from the parents. It is fairly difficult to assess which factors outweigh personality if it is whether nature or nurture influences. In my opinion nurture is the dominant influence, because I feel like all individuals are unique and they are susceptible to the changes in their behaviour caused by situations in life (environmental circumstances).

Personality studies may be divided into two main approaches: nomothetic and idiographic. Nomothetic approaches tend to view social and environmental approaches as a minimal and view personality as resistant to change, consistent and inherited. It is claimed that it is possible to predict the ways in which personality types would behave given certain circumstances. This approach transfers methods used in natural sciences to the social world. On the other side idiographic approach require going beyond the study of pure psychology to and understanding of societal context in which the person lives. It is connected with understanding motivation, career development and team relationships. Personality development is believed as a process that is open to change. Individuals respond to the environment and people around them, the dynamic of the interaction is seen as a critical part in shaping personality.

I took a ‘Big personality test’ from the given website and my results are as following:

I scored low for the Openness which is sometimes known as ‘Openness to experience’. Low score means that I tend to have a less broad range of interest and I usually stick to what I know rather than being overly enthusiastic about trying new things. It means I have got traditional and realistic way of thinking and because of that people sometimes can view me as a conventional person. People with low-to-medium Openness may therefore be less likely to believe in things like conspiracy theories. It says I have got narrow range of interest and may find that generating lots of imaginative ideas is not my big strength with which I would totally agree.

For Conscientiousness I got high score which means I am rarely distracted, hard-working, self- controlled and good planner.  In general conscientiousness describes how dependable, organised and hard-working a person is likely to be. This may be the reason why, of all the personality traits, conscientiousness is the most consistent indicator of job success. People with score like mine tend to be extremely dependable and organised. It is likely that my life is well-planned and my approach things in a thorough manner. At work, I approach tasks methodically and thoroughly, with everything in its right place. Some studies shown the more conscientious an individual is, the more disciplined they are likely to be about exercise and diet.

My result for Extroversion is 3.4 out of 5 which means is medium score. Extroversion is characterised by positive emotions and the tendency to seek out pleasure-stimulating or risk-taking activities. People with scores like mine are likely to be comfortable meeting new people and will usually enjoy social occasions. I am likely to have a generally positive outlook on life and may display a greater gift for leadership.

My result for Agreeableness is high; 4 out of 5. Agreeableness measures how sympathetic and considerate a person is likely to be. My high score means that I am likely to find it very easy to get along with other people. I am sensitive to the feelings of others and people find it easy to warm to me. As a ‘people person’ I will be very comfortable in situations that require teamwork.

Neuroticism relates to a person’s response to threatening or stressful situations. For this trait my score is medium (2.8 out of 5). I am likely to be comparatively level-headed about perceived threats, but I can find myself worrying when faced with uncertainty or unfamiliar situations. In addition, there is evidence to suggest that neuroticism, when combined with high scores in personality such as conscientiousness, as in my case, can result in a powerful work ethic and will to succeed.

Summing up, I believe that each individual is different and has got unique personality structure. There are a lot of debates being published on the various approaches to the personality. Some scientists say that personality type is fixed from the beginning; they do predictions resting on statistical study of groups. The other theorists argue that people are adaptable and they are open to change while interacting with environment. I would rather argue for idiographic approach to personality, however, my results from The Big Five Test turned out to be coherent to the reality, which might signify that personality assessment can be really useful tool for example in recruitment process at work.

Reference list:

Mullins, L. (2010) Management & Organisational Behaviour. 9^th ed. Harlow: Prentice Hall.

Unknown. (Unknown) The Big Personality Test [online]. Available from:

http://www.bbc.co.uk/science/humanbody/mind/surveys/whatamilike/index.shtml [Accessed

7 May 2011].

Perception and Communication

Perception and Communication

 Stephen Robbins (2010) famously defined perception as ‘the process by which individuals organise and interpret their sensory impressions in order to give meaning to their environment’.

People relate to certain stimuli because of internal and external factors. Those internal ones are sensory limits (IQ, physical differences), psychological factors (personality, motivation), needs of individual and cultural differences (attitude to time, male/female roles in different cultures). External factors which affect perceptual world are for instance familiarity with an experience, intensity, size and contrast.

My incorrect perception

There have been a lot of situations in my life when my initial perception of someone was incorrect. The one which stuck in my mind concerns the person who nowadays is one of my really good friends. I got to know that person few months ago, when I started education at Bucks New University. During one of the lectures me and that guy were supposed to work together for the exercise as a group. When I looked at his face it appeared to me as he is angry that he has to work with me. Moreover the way he was going to sit next to me seemed quite ‘gangster’ what gave me to understand that probably he is conceited. When we started to discussing the topic he turned out to be very polite and even shy. He let me first to tell my point of view as a real gentleman and wasn’t interrupting, waited till I had finished. When it was his turn to say his opinion on the issue he started blushing and was stammering slightly. I didn’t expect that he will turn out to be another kind of person as I considered him to be. As I got to know later on he has got this self-confident and arrogant body language, the way of looking and walking because he was brought up in the dangerous quarter, where more of the guys have got this manner.

My perception of the guy was completely wrong. I think it was mainly caused by the stereotypes which are still quite popular these days. First of all to avoid making the judgement of a person which often can be inappropriate I will try to first talk generally with the person for few minutes and get to know about him/her more information and then decide how they are. Secondly I will stick to an idiom ‘do not judge a book by its cover’ which is famous not only in England but also in Poland. It means that you shouldn't prejudge the worth or value of something, by its outward appearance alone.

Ways in which the university can improve communication with the students:

Have a shared purpose

Firstly I think that Bucks New University can improve the communication with students by ensuring that they are well informed of the fact that everyone is working towards the same goal. The shared target is to get a degree at a desired level. The University could have a mission statement ‘we all are working towards the same goal’ and use this University’s website. I feel that this would improve communication between students and lecturers and perhaps bring them closer together and make their ties stronger.

Consider your channels

Second idea for improving communication is to look at other channels for communication such as communicating on Blackboard instead of emails. For instance if there was just a group on Blackboard for the lecture group then it would make it  much easier for students to communicate while working together and also the tutor can see that these teams are communicating. This idea means it would be like an academic version of a social network site. This means that they can access it 24/7 and they will also be able to have permanent access to each other and the lecturer.

Work collaboratively

Lastly I feel that Bucks New University should work collaboratively with students to improve the communication together. In my opinion students would be very happy to do this as they would be giving their own ideas into the discussion. The University could run some classes with students where discusses ideas on how to improve communication and they all together would put the best thoughts into action. This would make lecturers and students to work together and would give them not only a sense of belonging but also pride if the outcome was successful.

Reference list:

Clake, R. (2010) People Management [online]. Available from:

http://www.peoplemanagement.co.uk/pm/articles/2010/07/how-to-improve-staff-communication.htm [Accessed 5 May 2011].

Mullins, L. (2010) Management & Organisational Behaviour. 9^th ed. Harlow: Prentice Hall.

Unknown. (Unknown). Perception. Available from:

https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg4F4k4gc37Jpl20yOPtS7eMoZjPdOLEF9Q0AopgRePtBv2zm63VqGUb_wI4d6SG3rIRSNJrS7ctcGN5GygwXkgEp-kLWxeHLaq6QI2fKWe6Nf4lM8DduHitPjhnCWyTXCAAx5ZEYZKuSa6/s1600/Perception.gif [Accessed 5 May 2011].

Enterprise week

Enterprise week

            During the enterprise week I attended an event Ella’s Kitchen which took place in our Bucks University. Ella’s kitchen is a name of the company which founder is Paul Lindley, Ella’s dad. The company is producing and selling innovative healthy food for children. It is new company which is developing all the time with new products.

            It all started when MR Lindley wanted to give his daughter and her generation the opportunity to both eat wholesome foods  and enjoy the food while eating. He found his target and wanted realize it using his past career experiences. In the past he worked as a chartered accountant at KPMG, next in the managing Nikelodeon. KPMG helped him in understanding costs and the finances in the company and Nikelodeon in understanding what children want as well as monitoring how they react to specific environments. Ella’s kitchen won an award for Best food and drink brand of the year. He didn’t expect but that confirmed him that his work is bringing good results. The business now sells about 100 000 units per day.

The presentation was very intresting. It showed me an insight into what is happening in the company like this one. To set up own company and make a profit we need good idea, a lot of many, experience and luck.

 

Power and conflict at work

Power and conflict at work

            In my opinion conflict is a tension between at least two person or sometimes between group of people who strive for different targets. Generally conflicts are regarded as  a negative phenomenon. But sometimes they lead to a new solutions and discoveries.

            Few days ago I worked with my colleagues in a football club. We were from the waiters’ agency. Our job was to serve the dinner for the guests. The girls from the staff where really unpleasant to us, they unwillingly helped us if we asked them for a help. We felt quite exploited because they ordered us what to do while they were doing almost nothing. We thought that they were behaving in this way because maybe they were afraid that we can work better than they and the manager would like to employ us instead of them. It was really bad atmosphere, we were fed up with it and we told the manager we had wanted go home. He was observing that situation and knew what was going on. Finally he reacted and told girls that they don’t have to worry about their own work because we are from the agency and just for this one party. After that the things got better but it wasn’t entirely good. Me and my friends hope it was the last time working in this place.

            French and Raven in 1959 identified five main sources of power.

            Coercive power is based on fear and subordinate’s perception that the leader has the ability to punish or to bring about undesirable outcomes for those who not comply with directives, for example, allocation of undesirable duties or responsibilities.

            Reward power is based on the subordinate’s perception that the leader has the ability and resources to obtain rewards for those who comply with directives, for instance, pay, promotion, praise, recognition.

            Expert power is based on the subordinate’s perception of the leader as someone who is competent and who has some special knowledge or expertise in a given are, for instance , the expert knowledge of ‘functional’ specialist such as the human resources manager or system analyst.

            Legitimate power is based on subordinate’s perception that a leader has a right to exercise influence because of the leader’s role or position in the organisation. It is based on authority, for example that of managers and supervisors within the hierarchical structure of an organisation.

            Referent power is based on subordinate’s identification with the leader. The leader exercises influence because of perceived attractiveness, personal characteristics, reputation or charisma. For example a particular manager may be not in a position to reward or punish certain subordinates , but may still exercise power over the subordinates because the manager commands their respect or esteem.

            Organisations to overcome conflict at work should ensure good communication , consultation and involvement in decision making. They should provide employers with human resources management policies and procedures such as: equal pay, opportunities. Organisations have to clarify goals and objectives and ensure everyone is well informed what is expected of them in their job. They should also make sure that employees have the chance to grievances, have a grievance policy and procedures. They should ensure that there is a disciplinary procedure which everyone is aware of.

Reference list:

Mullins, L. (2010) Management & Organisational Behaviour. 9^th ed. Harlow: Prentice Hall.

Leadership

Leadership

There is a big difference between management and leadership.

Management is usually viewed as getting things done through other people in order to achieve organisational objectives. Management has a low level of emotional involvement. It is planning, organising, directing, co-ordinating and controlling, it aims at results. Managing is marked by predictability, encouraging orders and solving problems.

Whereas leadership is more personal, it focuses on communicating, motivating, generating ideas, enthusing and inspiring people to help get better performance. It is characterised by empathy, it establishes a direction. Leadership it is a relation through which one person influences the behaviour or actions of other people.

‘Managerial grid’ by Blake and  Mouton

www.12manage.com

In 1964 Robert Blake and Jane Mouton published Managerial Grid which provides a basis for comparison of managerial styles in terms of two principal dimensions: concern for production and concern for people.

Concern for production shows an amount of emphasis that the manager places on accomplishing the tasks in hand, achieving a high level of production and getting results on profits.

Concern for people is the amount of emphasis that the manager gives to subordinates and colleagues as individuals and to their needs and expectations.

There are five basic combinations of management:

·         The Impoverished Managers - Managers with a 1,1 rating

They tend to be remote from their subordinates and believe in the minimum movement from their present position. They do just enough with the production or with people. They are often scared of commitments and they retreat from the realities of work and people.

·         The Authoritative Managers – Managers with a 9,1 rating

They are autocratic and tend to relay on centralised system and the use of authority. They want to get  job done well at all costs and they judge on results. Authoritative managers  direct and control people who ‘do what they are told’.

·         The Social Managers – Managers with 1,9 rating

They rarely criticise employees and avoid conflicts because their belief is that the harmony is more important than quality of work. They believe contented staff will undertake what is required of them and  achieve a reasonable level of output.

·         The Middle-of-the-Road Managers – Managers with 5,5, rating

Their approach is ‘live and let live’, they have got tendency to avoid real issues. They resort to book rule and last precedents. They aim for compromise but not too much loss in quality of staff work.

·         The Team Managers – Managers with 9,9 rating

Blake and Mouton consider this style an ideal example of how managers should strive to achieve goals. The Team Managers create an involving situation where people are motivated for themselves and the organisation, via teamwork, valuing others and positive responses.

There was a time during holidays 2009 when I work at Ecolaguna Camp in Poland. That was seasonal windsurfing camp not only for professionals but also for beginners. The was also a pub on the camp premises and I worked there as a waitress.

I have fond memories of that working period. I believe my manager had the Team Manager style. I was one of those who took great pleasure in working with him. His principal aim was welfare both people and the business. He cared for the staff because work accomplishment is from committed people. When someone had some problem either financial or mental. He was the one you could ask for help and he had never refused. He discussed problems with the staff when some ambiguities have appeared. If there was some difficulties in working relationship, he handled it by confronting employees directly and attempted to work out solutions with them. He sought people ideas, gave them freedom of action and let them developed it. He was very happy and open to hear any new ideas to improve the firm.

www.famouspeoplebiographyguide.com

I consider Princess Diana to be an example of a strong leader. She was renowned for her elegance and prestigious title “Her Royal Highness”, displayed many leadership qualities and characteristics as she reigned over Wales. I believe Princess Diana was a good leader because she possessed these five important qualities: patience, open-mindedness, trustworthiness, confidence while giving speeches, and intelligence. In order for a leader to be effective, one must have patience, which requires self-control and perseverance.

I believe that her association in helping with charities and childcare centres accounted for her patience because she must had remained humble and self-controlled when dealing with children and homeless people. Diana developed an intense interest in serious illnesses and health-related matters outside the purview of traditional royal involvement, including AIDS and leprosy. In addition, the Princess was the  patroness of charities and organisations working with the homeless, youth, drug addicts and the elderly. Despite her unique fame, her wealth and her privilege, Princess Diana was also widely proclaimed as a successful leader. Diana’s assertive and effective way of speaking, defines her true-self and leadership personality. What can be demonstrated on an example of Muslim women who started use the style of Diana’s dressing. Mother breast-feeding in a royal families after childbirth also happened to be a common custom which before was strictly forbidden. That means she had really big impact on people behavior all over the world, even those deeply rooted in religion. She was no doubt trustworthy when it came to charitable duties, and her efforts to help needy people. A leader must also be open-minded in order to contribute ideas and to have an effect on something or someone. Possessing the integral traits of a leader, she had been appraised for her good works and diligence throughout her country. Of the last leadership qualities, intelligence is a highly prestigious trait. She was proclaimed as "a queen of people’s hearts," and most rightfully so. Frequently bombarded with reporters and paparazzi, Princess always responded with quick and legitimate answers that were rightfully justifiable.

In my opinion to become a good manager we have to been taught by a good leader as well as if someone would like to be a good leader he should learned from good manager. Moreover I also believe that not everyone can be a good leader. It’s required a lot of traits like self-assurance, decisiveness, initiative which not everybody is able to cope with. But I think that it is possible to become the Team Manager just suitable training is necessary.

Reference list:
1. Textbook:

Mullins, L. (2010) Management & Organisational Behaviour. 9^th ed. Harlow: Prentice Hall.

2. Images available from:

http://www.google.com/imgres?imgurl=http://www.12manage.com/images/picture_blake_mouton_managerial_grid.gif&imgrefurl=http://www.12manage.com/methods_blake_mouton_managerial_grid.html&h=480&w=447&sz=9&tbnid=uvxJlaceVqcD0M:&tbnh=233&tbnw=217&prev=/images%3Fq%3Dmanagerial%2Bgrid&zoom=1&q=managerial+grid&usg=__Be5Q_AqHJy1hwQkNWa_QS-t2FOs=&sa=X&ei=qKQ8TcbTA8mFhQfVj-XfCg&ved=0CCUQ9QEwAA

[Accessed 23 January 2010]
http://www.google.com/imgres?imgurl=http://www.famouspeoplebiographyguide.com/images/Where-Did-Princess-Diana-Marry.jpg&imgrefurl=http://www.famouspeoplebiographyguide.com/Polish/royalty/Princess-diana/Where-Did-Princess-Diana-Marry.html&usg=__mLt4hk1N2BkoAh41cR52i3Z_ENk=&h=398&w=400&sz=23&hl=pl&start=0&zoom=1&tbnid=wecKa4CIjBnGHM:&tbnh=145&tbnw=136&ei=iT49TaH7LNmShAf51_CrCg&prev=/images%3Fq%3Dprincess%2Bdiana%26um%3D1%26hl%3Dpl%26sa%3DX%26rls%3Dcom.microsoft:pl:IE-SearchBox%26rlz%3D1I7GFRE_pl%26biw%3D1076%26bih%3D466%26tbs%3Disch:1&um=1&itbs=1&iact=hc&vpx=613&vpy=102&dur=2152&hovh=224&hovw=225&tx=143&ty=114&oei=bj49TYynIIqLhQeX3eWaCg&esq=7&page=1&ndsp=14&ved=1t:429,r:4,s:0

[Accessed 23 January 2010]

Organisational culture

Organisational culture

Organisational culture is the collection of traditional values, policies, beliefs and attitudes that constitute a pervasive context for everything we do and think in  an organisation.

(Mullins 2010: 829)

The visual aspects of culture in an organisation are all these aspects which concern the exterior layer of the organisation and we first come in contact with. These are for instance: way people dress, rites, rituals and habits, mottoes, staff’s language and jargon, management style etc.

I have been working in TRS 24:7 agency as a waitress for five months. This business has a lots of visible aspects of culture. First and foremost each TRS’ employer is required to wear a uniform during work. It consists of smart white shirt, black trousers, waistcoat and bowtie or tie. This dress makes a good impression at the customers, not only those real guests in hotels but also on managers we are working with.

Secondly all the staff can speak only English language while being on the hotel premises. The workers have to obey this principle due to the fact in this company there is a lot of foreigners. And the other people who don’t understand e.g. Polish, Indian or Portuguese can feel awkward and sometimes can even take offence thinking those people are gossiping about them.

Thirdly the TRS’s motto which is even in a brand name (24:7) says that the workers are available 24 hours a day. They can take morning shifts which sometimes start at 6 a.m. as well as they can work evening shift which can finish at 4 a.m.

Charles Handy, Irish philosopher born in 1932, describes four types of organisational cultures: power culture, role culture, task culture and person culture.

Power culture can be found in small entrepreneurial organisations where are few rules and procedures and sometimes a little bureaucracy. The biggest power has a central figure - ’head’ which has an impact throughout the organisation.  A power culture  is characterized by trust, empathy and personal communications for its effectiveness. Decisions are taken largely on the balance of influence and are very fast. A political party with a strong leader where members comply with the leader’s rules can be an example of  power culture.

Role culture is typical for the a bureaucracy and working by logic and rationality. The interaction between organisation is controlled by strict procedures and rules. People work to a job description which is often more important than the individual, and position in the main source of power. Role culture is typical for public services for instance healthcare and police.

Task culture is project-oriented. This type of organisation is focused on team working and gathering people around the task. Individuals and rules are less important than a task. Influence is widely spread and based more on expert power than on position or personal power. Task culture allows freedom and flexibility as there are not many rules to work with. The example of this kind of organisation can be McDonalds. During busy times like lunch or dinner hours  the staff have to work effectively as a team to ensure that all orders are completed properly and within a set time.

Person culture is where the individuals are centre focus and any structure exists to serve the individuals within it, there is no hierarchy. These organisations consist of people, who can work separately, such as: barristers, architects, doctors, surgeons or consultants.

Trying to classify culture into one of the four types described above often turns out to be quite difficult because most large businesses are likely to be  a mix of cultures with example for each of the four types in varying areas of the organisation. Each company is different than another, it happens that more than one culture can be found in one work place. There are different people who prefer working in different types of organisation culture and they are  more likely to be happy and satisfied at work if their attributes and personalities are consistent with the culture of that part of the organisation in which they are employed. Each worker need to find his own place in the firm which is most suitable for him.

I think that organisational culture is like a personality which goes beyond the formal structure. Culture gives an organisation its sense of identity, who we are, what we stand for etc. It is also sometimes an issue which holds an organisation together. It is really hard to define business into one of cultures categories because people working within organisation develop their own culture which can contains more than just one type.

Reference list:

Mullins, L. (2010) Management and Organisational Behaviour. 9^th ed. England: Prentice Hall

Improving Staff Performance

Improving Staff Performance

The cognitive theories of motivation are divided into two contrasting approaches: content theories and process theories. They both  help the manager to predict likely behaviour  of staff in given situations.

Content theories attempt to explain those specific things that actually motivate the individual at work. These theories are concerned with identifying people’s needs and their relative strengths, and the goals they pursue in order to satisfy these needs. Content theories place emphasis on the nature of needs and what motivates.

Process theories attempt to identify the relationship among the dynamic variables that make up motivation. These theories are concerned more with how behaviour is initiated, directed and sustained. Process theories place emphasis on the actual process of motivation and how does it motivates.

(Mullins 2010: 259,260)

The organisation which I have chosen is Crowne Plaza Hotels. My friend is working there as a waiter so I asked him some questions. After small interview I can find that this hotel allows employees out for breakfast and lunch so that employees can enjoy a break and are supplied with food and beverages. The staff is provided with medical assessment which is safety perk. Another bonus provided by the hotel is that after working there for one year the staff can join a discount programme and company sick pay. One Crowne Plaza hotel’s main idea is to develop excellent working relationship between the workforces. There is a fun and friendly atmosphere in the workplace, employees trust and support each other which helps good relations. Each person feels a sense of belonging and as a part of growing company. They form powerful and winning team’s which share common goals and they know while helping each other can achieve more. To aid in the good relations, the company organises a lot of social events to help people get to know more about each other and to make their bonds stronger. They are also given special attention and appreciation when they achieve something, this aids confidence in what they are doing. Each member of the staff treats every decision made as if it was his own company, he is aware of the responsibility  which is taken. Employees can develop their skills because they are encouraged to put forward their ideas which may improve the running of the business. Everyone has career opportunity which is challenging and stimulates work. If a person is identified as one who has the skills and knowledge to be promoted he may be placed on a development programme to aid in his being able to see his career path and prospects.

           The process theory I chose for the Crowne Plaza Hotels is Goal theory.
           This theory is based mainly  on the work of Locke. The basic premise of goal theory is that people’s goals or intentions play an important part in determining behavior. Locke accepts the importance of perceived value and suggests that these values give rise to the experience of emotions and desires. People strive to achieve  goals in order to satisfy their emotions and desires. Goals guide people’s responses and actions. Goals direct work behavior and performance and lead to certain consequences or feedback. Locke subsequently pointed out that that ‘goal-setting is more appropriately  viewed as a motivational technique rather than as a formal theory of motivation’.

(Mullins 2010: 276, 278)

The belief of the Company is that people do better job if they are well informed. Also upon start of employment each employee is provided with  learning & training about customer care, setting high standards and food hygiene knowledge. It is really essential to give employee feeling of having learned something. They are getting feedback on the quality programmes, leader gives the directions with leeway. If the worker is doing well done work, manager praise employee for performance. The staff feel as a part of everyone’s daily life, they do not accept second best and always give 100% to each other, to guests and to partners, suppliers. Board welcome  a different perspectives and listen to everyone’s ideas. They develop the potential of the workforce to allow for effective succession planning across the business which allow employees feel sense of achievement. There is ‘stay in’ scheme: it is an opportunity to stay overnight in the hotel and provide employer constructive feedback after the visit. The Crowne Plaza hotels use incentives for instance career opportunity to become an employee of the quarter or year. There is a chance for up-sell bonus which is added to salary when sufficient additional expectations are met.

Summing up it is really essential for the business to motivate its staff in a proper way because only thanks to it they can improve employees’ performance. There is a lots of motivation theories board of directors can use. By means of the them they make their workers willing to work and to do their best. It is also very important to make them satisfied about their work. That will result in the customer satisfaction. If the clientele is pleased then the company is also contented.

Reference list:

Mullins, L. (2010) Management and Organisational Behaviour. 9^th ed. England: Prentice Hall