How Does a Family Work as a System in Promoting Health to Its Memebers

Maslows berth structure of Needs Maslows theory is grounded on satisfying ask in devote of 1) physiologic require (lunch breaks, takings, etc), 2) safety leads (medical insurance, labor security, etc), 3) complaisant indispensabilitys ( understanding of community, social events, etc), 4) esteem needs (recognize achievement, show appreciation, etc), and 5) self actualization (provide challenges, opportunity to stretchiness potential, etc). According to Maslow, a soul starts with meeting physiological needs and mustiness(prenominal) work up to self-actualization. An important limitation to none is that there is register that contradicts the order of needs specified by the model. Furthermore, some cultures appear to tail end social needs before all others (Netmba 3). The most important deduction for instruction in Maslows theory is the managers expertness to recognize the needs level at which the employee is operating in order to motivate. For example, if a group or mortal is operating on the shagonical needs of physiological and safety, a good levering tool for demand would be to offer an office party once a goal is met. Theories 3 Herzbergs twain component part speculation Herzbergs Two Factor hypothesis is a content theory similar to Maslows Hierarchy guess.Herzberg suggested a two-step approach to understanding employee motivation and satisfaction including hygienics factors and motivator factors. Hygiene factors ensure that an employee does non become dissatisfied. These include, however be not limited to, wages and salaries, policy and administration, quality of supervision and inter-personal relations, working(a) conditions, and job security. Meeting hygienics factors does not lead to in spirited spirits levels of motivation (Value Based solicitude 1). Motivation factors lead to psychological growth and job satisfaction.These include, but atomic number 18 not limited to, status, advancement opportunity, gaining recognit ion, responsibility, stimulating work, and the sense of personal growth and achievement in a job. Motivation factors must be present to motivate an employee into higher mathematical operation. Management should focus on rearranging work so that motivator factors can take movement (Cuthers, 2). He said this could be done through job enlargement, job rotation, and/or job enrichment. For example, in a low hygiene-high motivation situation, workers atomic number 18 challenged but salaries and work conditions are not up to standards.By adding some hygiene factors, such as a slight increase in wages and a cleaner, safer working environment, management would be motivated and have less complaints. Theories 5 McClellans Need theory David McClellan proposed that an individuals needs are specific and acquired over clock time and life experience. Most of these needs can be classified as achievement, affiliation, or power. A persons motivation and effectiveness in certain job functions ar e influenced by these three needs (Peace 2). People who measure a high need for achievement are less likely to take risks because they assay to excel.They prefer work with a fair probability of success and need regular feedback to monitor their progress. Affiliation seekers value pleasant relationships with others and have a high need for acceptance. They prefer jobs with a lot of personal fundamental interaction and tend to conform to their work group. Employees who have a high need for power fall into two categories personal power seekers and institutional power seekers. Those who want personal power tend to direct others. Those who prefer institutional power want to organize the causes of others to further the goal of the organization (Peace 3).McClellands theory allows for the defining of a persons needs and management should learn to recognize different profiles. For example, a person with a high need for personal power will probably fail in a position that is associated wi th a high need for affiliation. Theories 6 McGregors conjecture X and Theory Y Douglas McGregor proposed two theories founded on the acquaint that the managements role is to assemble the factors of production, including people, for the economic benefit of the smashed (Netmba 1). Both Theory X and Theory Y attempt to formulate employee motivation. Theory X assumes that people work merely for money and security.They disfavor work, have no ambition, resist change, and do not care near organizational goals because they are self-centered. Management approaches under Theory X roll out from a unverbalised approach (essentially an environment of command and control) to a delicate approach (hoping that employees will cooperate). Both approaches, McGregor later reveals, are inappropriate because Theory X is incorrect because it relies on lower needs as levers of motivation. Theory Y is based on esteem and self-actualization. These higher-level needs are neer fully met and are great tools for motivation.Under Theory Y, people are self-directed and committed to objectives, and they will seek responsibility through creativity and ingenuity. Here lies the opportunity to align personal and organizational goals by apply the employees own quest for fulfillment as the motivator (Netmba 2). McGregor acknowledges that not all employees are mature enough to function at the Theory Y level and might need more elements of Theory X management until further developed. Theories 7 Expectancy Theory The Expectancy Theory by howl is a perception-based theory about the associations people introduce toward expected outcomes.In addition to the internal needs of employees and their sudors to fulfill them, Vroom classifies effort into three categories of effort (arising from motivation), performance, and outcomes that must all be linked. at heart these categories are three variables Valence, Expectancy, and Instrumentality. According to Arrod, expectancy is the belief that incr eased effort will lead to increased performance. In order to excel here, the employee must have the right resources, skills, and support. Instrumentality is the belief that if you perform well, a determine outcome will be received.This requires clear understanding between performance and outcome, trust in those who decide the outcome, and transparency of the process that decides who gets what outcome. Valence is the vastness an individual places on the expected outcome. Vroom stresses that all three variables are essential for positive motivation. The idea is that the individual then changes their level of effort according to the value they place on the outcomes they receive from the process and on their perception of the strength of the links between effort and outcome (Arrod 2).Basically, an individual needs to know 1) if I work harder, this will be better, 2) if I do a good job, there is something in it for me, and 3) Is it worth it. For example, go benefits of additional tim e off to an individual may not be worthwhile if he was expecting an outcome of a bonus for his performance. Theories 8 skinners reenforcement Theory Reinforcement theory is grounded on the shaping of behavior through controlling consequences. Any behavior that brings about a consequence is termed an operant behavior.An operant behavior is wise to(p) through associated consequences that can include positive and negative backup and punishment. In order to be effective, reinforcement needs to be continuous or intermittent. Positive reinforcement results in the repeating of a desired behavior. For instance, Sally works in collections for an auto-finance social club. She is expected to make a minimum of 300 call in calls daily. The company provides incentive (a 5% commission) on every additional 25 phone calls per day where money is collected.This motivates her to make more productive use of her time by rewarding her on a continuous basis (every paycheck may include commission). Ne gative reinforcement results when an undesirable consequence is withheld, with the effect of strengthening the probability of the behavior being repeated. For example, John is working hard to increase sales in his territory of Highland Park, which is followed by a decision not to reassign him to an undesirable sales route of oak Cliff. He is likely to continue exerting the efforts necessary to stay in the state in which he is most productive.Punishment, often confused with negative reinforcement, attempts to come down the probability that a particular behavior will be learned and repeated (Barnett 2). It is a common reinforcement tool, but experts agree that it should only be used if positive and negative reinforcement are not effective. Theories 9 References Arrod. Co. UK. (2006). Expectancy Theory of Motivation. Retrieved 9/15/08 from http//www. arrod. co. uk/archive/concept_vroom. php Barnett, Tim. (2004). Reinforcement Theory. Retrieved 9/15/08 from http//www. referenceforbus iness. com/management Cuthers, Joshua. (2006). Motivation in Theory Herzberg Two FactorTheory. Retrieved 9/15/08 from https//tutor2u. net/business/people/motivation_theory_herzberg. asp viper NetMBA. (2007). Theory X and Theory Y. Retrieved from http//www. netmba. com/mgmt/ob/motivation/mcgregor Peace, A. (2008). McClellans Theory of Needs. Retrieved from http//motivationcentre. blogspot. com Value Based Management. (2008). Motivation Factors. Retrieved 9/15/08 from http//www. valuebasedmanagement. net/methods back. plagiarization Warning The essay examples on anti Essays are for research purposes ONLY. Do NOT submit an essay example as your own. If you use any information from a sample essay, please cite it.MLA and APA citations can be found at the bottom of this free essay. Citations MLA Citation Theories Of Management. Anti Essays. 30 Nov. 2011 <http//www. antiessays. com/free-essays/20897. html> APA Citation Theories Of Management. Anti Essays. Retrieved November 30, 2011, from the World Wide tissue http//www. antiessays. com/free-essays/20897. html Related Essays Role Of Manager Creating Value Corperate Hrm Vs Personnel Management Theory Of Management Rights Frederick Taylor Hero Or Fayols Management Theory organizational Behavior The Role Of a Manager Classical And Neo