Higher Education Task Force Report Essay Example | Topics and Well Written Essays - 1250 words

Higher Education Task Force Report - Essay Example The essay needs to dwell mainly on the role of CBI Higher Education Task Force in reporting on the topic of ‘Stronger together: Government policy on this crucial issue is another aspect, which can determine the guidelines to be formulated. The proposed essay structure needs to present an analysis of the view points of different industry heads on the possibilities of investing funds by them and the government to speed up the process of economic growth. The role of media needs to be pinpointed to know the impact of the campaign on higher education policy. Contribution of media in initiating a national debate through various broadcasting channels would add value to the content of the essay. The government, universities and the businesses are the direct stakeholders while students will reap the benefits indirectly by getting grants on tuition fees and right employment opportunities. Sam Laidlaw is not only the chairman of the CBI HE taskforce but also the chief executive of Centrica. Hopefully, his views should present a clear picture of all aspects including not just employment but the niche area to pay more attention, namely subjects like science, technology, engineering and maths (STEM) where the demand of the businesse s on hunting talent has not been fulfilled and is going to rise further in future. Arguments given for creating and developing stronger relations between the universities, government and businesses in turbulent times need to be discussed in the proposed essay to substantiate the steps and recommendations made in the report.

Social Media Marketing Marketing Essay

Social Media Marketing Marketing Essay The rise in popularity of social networking Web sites and other social media outlets such as Facebook, Twitter, LinkedIn, and individual blogs has grown subsequently during these recent years. This literature review shall demonstrate on how the social media networks have an impact on businesses; following an introduction of what is exactly the social media marketing, secondly what are the networks for and thirdly the impact of the social networks on consumers. Some studies have been made by several researchers and authors about the impact of social media in businesses which will be evaluated in this research proposal. Social media networks are fast becoming the infrastructure of the Web as all of our personal data and connections are being aggregated into databases. The value of Facebook, Linkedin, and Twitter is part how much of our personal information they store and part how useful they can make this information for companies, advertisers, marketers, and consumers. The more information social networks know about us and our connections, the more targeted they can make their advertising and ultimately their business value (Levitt 2010). Tuten (2008) described social media as communities which include forums, virtual worlds , social news organisations, social- opinion sharing sites and social networks. In addition to this, Tuten (2008) remarkably suggested that social networks are built with a platform that enables users to create or identify profiles with the ability to interact with other members and participating in various site activities. With memberships that are growing daily and the amount of people interacting with these various sites, marketers and businesses have found a tool that can make money likewise Tuten (2008) argued that marketers in the USA spent $920 million on social network advertising which showed a net progression of businesses implementing social media into their businesses. On the other hand Bowman (2010) investigated that social media is expanding at a sophisticated business tool because it provides businesses a unique opportunity to target customers and its prospect. For instance, the mas sive social network facebook.com which has millions of subscribers is one of the most appreciated site for businesses can create fan pages on offering instructional videos to show people how their products are reliable. Further research demonstrated that social networking sites are promoting rapidly through the internet acquiring users around the world; the more quickly social networking sites grow, the more quickly they spread. It has been argued that; it is a vital source of revenue for some businesses to market their products and services for example the retail industry and as a result many advertisers have conducted consumer promotions involving social media to generate attention to and participation in their promotions; for instance (Otter 2010) suggested that some companies in the recruitment sector have placed social media in their planning, companies such as Microsoft, Roundchard and CH2M Hill have successfully achieved in implenting this process which has been cost effectiv e, faster to hire and improved candidate quality. In the UK the large retailer John Lewis has invested in a research project to monitor the consumers point of view, it is part of their strategy to develop new skills in their advertising programme; in brief The Gazette the company trade magazine quoted Social media can also help generate a buzz about product or brands(cabinet-marker.co.uk). Equally Starbucks have seek digital and social media marketing investment in their channel in the UK, their success has involved a global campaign in releasing new product online via the social networks. Starbuck`s strategy was to involve customer loyalty via facebook, the company has also planned to integrate activities across a number of iniatives including the Starbucks Card, public affairs, customer care and shared planet across social media channels with its 9million fans on facebook and 1million followers on twitter (nma.co.uk). Similarly, Twitter has reached the middle east for example Gulf Air; the Gulf Airs website gulfair.com has become the No.1 airline website in the Gulf region by number of followers on one of the most popular social media networks, this trend has enable the company to promote its image in their specific service sector on How to utilise digital and new media to reach customers, ommunities and special interest groups (gulfair.com). Nowadays employers and employees understand the power of social media networks in creating real business value and relationships with customers the press, analysts, and all other stakeholders ( Businessweek.com 2010). In addition to this, many employers have been managi marketing their personal brand together by promoting their company. It argues that employees participating in social networks have already developed a network that can help them in the long term within their development and promotion in regard to their progress in a company for future prospects.( Businessweek.com 2010) . DENNISoneil.com 410.343.9090

Enron Corporation Essay -- Business Management History Essays

Enron Corporation Before filing for bankruptcy in 2001, Enron Corporation was one of the largest integrated natural gas and electricity companies in the world. It marketed natural gas liquids worldwide and operated one of the largest natural gas transmission systems in the world, totaling more than 36,000 miles. It was also one of the largest independent developers and producers of electricity in the world, serving both industrial and emerging markets. Timeline Enron began as Northern Natural Gas Company, organized in Omaha, Nebraska, in 1930. The company's founding came just a few months after the stock market crash of 1929, an unusual time to launch a new venture. Several aspects of the Great Depression actually worked in Northern's favor, however. Consumers initially were not enthusiastic about natural gas as a heating fuel, but its low cost led to its acceptance during tough economic times. High unemployment brought the new company a ready supply of cheap labor to build its pipeline system. The 1940s brought changes in Northern's regulation and ownership. The Federal Power Commission, created as a result of the Natural Gas Act of 1938, regulated the natural gas industry's rates and expansion. 1944: Acquires the gas-gathering and transmission lines of Argus Natural Gas Co. 1945: Argus properties are consolidated into a subsidiary called Peoples Natural Gas Co As time went on Northern kept expanding through acquisitions. First in 1967 it made an acquisition with Protane Corporation, a distributor of propane gas in the eastern US and the Carribbean. In 1976, Northern formed Northern Arctic Gas Company, a partner in the proposed Alaskan arctic gas pipeline, and Northern Liquid Fuels International Ltd., a supply and marketing company. 1980: Northern changes its name to InterNorth, Inc. Its attempted hostile takeover of Crouse-Hinds Co., an electrical products manufacturer, is thwarted by Cooper Industries. Northern Overthrust Pipeline Co. and Northern Trailblazer Pipeline Co. are set up to participate in the Trailblazer pipeline. Creates two exploration and production companies, Nortex Gas & Oil and Consolidex Gas and Oil Ltd. 1982: Forms Northern Intrastate Pipeline Co. and Northern Coal Pipeline Co. Establishes InterNorth International, Inc. to oversee non-U.S. operations InterNorth made an acquisition of enormous proportions in 1... ...d then they reported a $ 1 million charge in total. Then there was the project to build a natural gas 900 kilometer pipeline in Mozambique to Gauteng, South Africa which cost $700 million. Enron's contract is now considered overpriced. Nevertheless, Enron must pay for the gas even if it does not take possession of it and Enron has no customers for the gas. I feel that Enron had luck on it’s side for a while and were able to conquer all these different markets for a while. But they wanted too much power and money, much too fast for some of the markets they entered they had to dish out billions of dollars in up front capital investments on hard assets. . These capital investments were not expected to generate significant earnings or cash flow in the short term. This put pressure on Enron’s balance sheet. I would of not tried to expand so rapidly and gave time for my projects, mergers and aquasitions to progress and then expand instead of rushing. I would of not spent so much time and money on contributions to political parties trying to gain deregulation and to stop gov’t oversight. I would of done things properly and legally that way gov’t oversight would of not been a problem.

Roderick Mullen

Chapter 15 The West and the Changing Balance of Power Multiple-Choice Questions 1) Which of the following was NOT a symptom of decline in the Arabic caliphate by 1400? A) The narrowing of intellectual life symbolized by the triumph of religion over literature, philosophy, and science B) Landlords seized power over peasants C) The decline of the Sufis D) Decline of tax revenues for the state E) Landlords ceased to experiment with new agricultural techniques. 2) By what date had the Arabs been virtually excluded from European trade? A) 900 B) 1000 C) 1100 D) 1350 E) 1453 ) Which of the following statements concerning Arabic trade after 1100 is most accurate? A) Arabic control of the seas was strengthened following 1100. B) Although Arabic trade was reduced, Muslims remained active in world markets. C) The total collapse of the Islamic world in the 12th century can best be compared to the fall of the Roman Empire. D) The Arab trading complex was reduced after 1100 to the Middle East. E) Their economic decline could be compared to that of Rome. 4) Which of the following statements concerning the political fragmentation of the Arabic world in the 1400s is most accurate?A) After the fall of the Abbasid caliphate, the emerging Ottoman Empire soon mastered most of the lands of the old caliphate plus the Byzantine corner. B) The political fragmentation caused by the fall of Baghdad lasted for several centuries under the decentralized administration of the Seljuk Turks. C) The Mongol conquests eliminated any form of centralized government in the Middle East until the 17th century. D) Following the fall of the Abbasid caliphate, the Middle East became part of the colonial empire of the emerging feudal states of western Europe.E) The political system was chaotic for 300 years until the rise of a new political order under the Ottoman Turks. 5) Which of the following statements concerning the Ottoman Empire is most accurate? A) The rise of the Ottoman Empire restored the ful l international vigor that the Islamic caliphate had possessed. B) Turkish rulers promoted trade more actively than did their Arab predecessors. C) The expansionist power of the Ottoman Empire was very real, but the focus on conquest and administration overshadowed wider commercial ambitions. D) The Ottoman Empire had no expansionist interests or capabilities.E) The Ottomans competed with western Europe for Atlantic trade. 6) What area represented a new conquest for the Ottoman Empire in the late 1400s? A) Asia Minor B) North Africa C) Southeastern Europe D) Mesopotamia E) Russia 7) Which of the following statements concerning the Ottoman Empire is most accurate? A) Turkish rulers did not promote maritime trade as vigorously as had the Arabs. B) Scientific and philosophical investigations reached the level of innovation that they had enjoyed under the Abbasids. C) The Turks refused to patronize the traditional Persian artists and craftsmen who had dominated the later Abbasid court.D ) The Ottomans were more interested in cultural patronage than in military organization. E) The Ottomans never mastered the full territorial extent of the old caliphate. 8) Which of the following civilizations first attempted to fill the commercial vacuum created by the decline in Arabic trade? A) Russia B) Japan C) China D) India E) Sub-Saharan Africa 9) What Chinese dynasty succeeded the Mongol Yuan dynasty in China? A) Chou B) Ming C) Han D) Tang E) Qing 10) What was the innovation launched by the Ming dynasty? A) Receiving tribute payments from Korea and Japan B) Extending their political control over Vietnam and KoreaC) Use of a centralized bureaucracy but under the direct control of the emperor D) Mounting huge, state-sponsored trading expeditions throughout Asia and beyond E) The use of gunpowder weapons on both land and naval vessels 11) In what year did the Ming dynasty halt state-sponsored commercial voyages? A) 1358 B) 1405 C) 1433 D) 1487 E) 1453 12) What admiral command ed China? s great overseas expeditions between 1405 and 1433? A) Zhenghe B) Jung Tzi Lung C) Xun Xi D) Yan Xuanshang E) Chenla Khmer 13) Which of the following was NOTa reason used by the Ming dynasty to halt the trading expeditions?A) The opposition of the scholar-gentry and bureaucracy B) The technological inferiority of Chinese ships and navigation C) The growing military expenses of the campaigns against the Mongols D) The traditional preference of the Chinese for Asian products E) The expense of building the new capital in Beijing 14) Which of the following statements concerning the cessation of state-sponsored trade by the Ming dynasty is most accurate? A) The cessation of trade severely damaged the internal economy of China and produced the inevitable peasant revolutions that overthrew the Ming dynasty.B) The end of international trade signaled a general decentralization of government in Ming China. C) Because of the Chinese dependence on imports from abroad, the decision to end the state-sponsored expeditions was particularly critical in initiating cultural decline. D) In Chinese terms, it was the brief emphasis on trading and commerce that was unusual, not its cessation. E) China had long emphasized internal development at the expense of trade. 15) Which of the following was NOT a drawback to the West? s emergence as a global power? A) Western nations lacked the political coherence and organizing ability of imperial China.B) The West did not begin to establish key maritime and commercial links until after 1600. C) The Catholic church, long one of the organizing institutions of Western civilization, was under attack. D) The lives and economic activities of ordinary Europeans, the artisans and peasants, were in serious disarray. E) Population loss caused further economic disarray and lack of strong leadership. 16) Which of the following was NOT a contributing factor to the economic crises of the 14th century? A) Withdrawal from the global trading networ k B) Bubonic plague C) Lack of technological advance in agriculture D) Recurrent famineE) Labor shortages 17) What proportion of the European population died as a result of the 14th century plague? A) One tenth B) One fourth C) One third D) One half E) One eighth 18) Which of the following was NOT a source of Western dynamism in the 14th and 15th centuries? A) The strengthening of feudal monarchy B) The growth of cities and urban economies C) Advances in metallurgy D) Two centuries of peace among the major European nations E) A cultural reawakening 19) Strong regional monarchies took hold in the decades around 1400 in A) Russia and Poland. B) the Ottoman Empire. C) Spain and Portugal.D) Germany and Austria. E) Italy and Greece. 20) In what region of Europe did the Renaissance begin? A) Germany B) Italy C) France D) England E) Spain 21) In comparison to medieval culture, Renaissance culture was A) more concerned with Aristotelian philosophy. B) more concerned with things of the earth ly world. C) disinterested in classical models. D) based less on urban vitality and expanding commerce. E) more other-worldly and religious. 22) Which of the following was NOT one of the reasons that Italy emerged as the center of the early Renaissance? A) Italy was spared the Black Plague due to its geographic location.B) Italy retained more contact with Roman traditions than did the rest of Europe. C) Italy led the West by the 14th century in banking and trade. D) Italy had closer contacts with foreign scholars, particularly those in late Byzantium. E) Italy was more urbanized than most of Europe. 23) What Florentine painter led the way in the movement toward nature and people as the primary subject matter of Renaissance art? A) Giotto B) Petrarch C) Masaccio D) Fra Angelico E) Boccaccio 24) What Italian city-state was best placed to engage in the new, Western-oriented commercial ventures of the 15th century? A) Rome B) Florence C) GenoaD) Pisa E) Padua 25) Along with Italy, a key center for change in the 14th and 15th centuries was A) France. B) Germany. C) England. D) the Iberian peninsula. E) Austria. 26) What was unique about the development of states in the Iberian peninsula? A) These governments were based on city-states rather than nation-states. B) Based on Castile and Aragon, the Iberian states were unique in their adoption of Islam. C) Spain and Portugal developed effective new governments with a special sense of religious mission and religious support. D) The states of Spain and Portugal were able to develop without emphasis on the military.E) They had never participated in the feudal practices of the Middle Ages which made them more open to change. 27) What was the Western response to the problems of international trade that they experienced in 1400? A) Western nations halted trade with Asia and the East and became more dependent on European-produced commodities. B) Many nations sought to establish alliances with the Ottoman Empire in order to re store the trade routes. C) Overland trade routes through northern Russia were established to the East. D) Western nations began explorations of alternative routes to Asia that would bypass the Middle East and Muslim realms.E) They began to pull back from all but regional trade networks found in the eastern Mediterranean. 28) The key theme of Polynesian culture from the 7th century to 1400 was A) the adoption of Japanese civilization in the island societies. B) the development of a uniform written script. C) contraction as a result of the world-wide epidemic of the 14th century. D) spurts of migration and conquest that spread beyond the initial base in the Society Islands. E) large-scale expeditions of discovery which were aimed at establishing colonies in South America. 29) Which of the following was NOT characteristic of Hawaiian culture? A) UrbanizationB) Animal husbandry featuring swine C) Warlike regional kingdoms D) Highly stratified social structure E) Use of imported animals such as pigs 30) Which of the following represents a significant difference between New Zealand and Hawaii? A) Art based on carved wood B) A cold and harsh climate C) A highly stratified society D) A society based on warfare E) Tribal military leaders 31) The practice of judging other peoples by the standards and practices of one? s own culture of ethnic group is A) ethnocentrism. B) genocide. C) anthropomorphism. D) aversionism. E) localism. 32) Which of the following statements is most accurate?A) Without European intervention, there is no reason to believe that the Inca and Aztec empires could not have survived for several more centuries. B) Without European interference, the likelihood is that the Inca Empire would have overwhelmed the Aztecs and established a unified government in the Americas. C) Because of internal weaknesses, both the Inca and the Aztec empires were receding and might not have survived, even if the Europeans had not arrived. D) Prior to the arrival of the Eu ropeans, both the Inca and the Aztec empires had been replaced by other, indigenous governments.E) Both the Inca and the Aztecs stopped exploiting subject peoples after 1500 due to the intervention of the Black Plague. 33) Which of the following was NOT a result of the European contact with sub-Saharan Africa after 1500? A) Trade patterns in west Africa shifted from the Mediterranean to the Atlantic B) Trade shifted in west Africa from Muslim to European hands C) Seizure of slaves for European use affected many regions deeply D) Regional kingdoms lost all influence in west Africa and were replaced by European governments E) European weapons played an increasing role in the tribal conflicts between north and south.

Motivational techniques used by infosys Essay

Staff surveys are usually very helpful in establishing whether staffs in your company are motivated and therefore performing to best effect. Aside from the information that questionnaires reveal, the process of involving and consulting with staff is hugely beneficial and motivational in its own right, (see the ‘Hawthorne Effect’). Whilst your survey will be unique to your company, your staff issues, your industry and culture, some useful generic guidelines apply to most situations. Although not exhaustive, the following ten points may help you cover the relevant subject areas and help towards establishing facts rather than making assumptions about motivation when designing your own questionnaires on employee motivation. Ten tips for questionnaires on employee motivation 1. What is the ‘primary aim’ of your company? Your employees may be more motivated if they understand the primary aim of your business. Ask questions to establish how clear they are about your company’s principles, priorities and mission. 2. What obstacles stop employees performing to best effect? Questionnaires on employee motivation should include questions about what employees are tolerating in their work and home lives. The company can eliminate practices that zap motivation. 3. What really motivates your staff? It is often assumed that all people are motivated by the same things. Actually we are motivated by a whole range of factors. Include questions to elicit what really motivates employees, including learning about their values. Are they motivated by financial rewards, status, praise and acknowledgment, competition, job security, public recognition, fear, perfectionism, results†¦ 4. Do employees feel empowered? Do your employees feel they have job descriptions that give them some autonomy and allow them to find their own solutions or are they given a list of tasks to perform and simply told what to do? 5. Are there any recent changes in the company that might have affected motivation? If your company has made redundancies, imposed a recruitment freeze or lost a number of key people this will have an effect on motivation. Collect information from  employees about their fears, thoughts and concerns relating to these events. Even if they are unfounded, treat them with respect and honesty. 6. What are the patterns of motivation in your company? Who is most motivated and why? What lessons can you learn from patches of high and low motivation in your company? 7. Are employee goals and company goals aligned? First, the company needs to establish how it wants individuals to spend their time based on what is most valuable. Secondly this needs to be compared with how individuals actually spend their time. You may find employees are highly motivated but about the â€Å"wrong† priorities. 8. How do employees feel about the company? Do they feel safe, loyal, valued and taken care of? Or do they feel taken advantage of, dispensable and invisible? Ask them what would improve their loyalty and commitment. 9. How involved are employees in company development? Do they feel listened to and heard? Are they consulted? And, if they are consulted, are their opinions taken seriously? Are there regular opportunities for them to give feedback? 10. Is the company’s internal image consistent with its external one? Your company may present itself to the world as the ‘caring airline’, ‘the forward thinking technology company’ or the ‘family hotel chain’. Your employees would have been influenced, and their expectations set, to this image when they joined your company. If you do not mirror this image within your company in the way you treat employees you may notice motivation problems. Find out what the disparity is between the employees image of the company from the outside and from the inside.  © Blaire Palmer 2004-12.  tips on structure, format and style of employee questionnaires Use the questionnaire guidelines above when creating content and subject matter for your employee motivation and satisfaction questionnaires and surveys. Here are some additional tips about questionnaires and surveys structure, format  and style: Create a clear, readable ‘inviting’ structure. Use ‘white-out’ boxes for answers, scores, and for check-boxes, which clearly show the parts which need completing. Use a clear 11 or 12 point (font) typeface. 10 point is difficult to read for some people. Avoid italics and fancy graphics – they just make the document more difficult and more time-consuming to read. Look at the writing tips and techniques for other useful pointers in creating good printed communications. Apply the same principles if your survey questionnaire form is online (ie., screen-based). Where possible try to use specific questions with multiple-choice answers, rather than general ‘open-ended’ questions. Specific questions improve clarity and consistency of understanding among respondents, and a multiple-choice format enables the answers to be converted into scores which can be loaded into a spreadsheet and very easily analysed. General or vague questions on the other hand tend to lead to varying interpretation (or confusion) among respondents; also, by inviting an open-ended answer you will generate lots of narrative-based and subjective opinions, which might be very interesting, but will be very time-consuming to read, and even more time-consuming to analyse, especially if you are surveying a large group of employees. Here is an example: Open-ended question: What do you think of the Performance Appraisal System? (This will produce varied narrative responses = difficult to analyse.) Multiple-choice question: Rate the effectiveness of the Performance Appraisal System in providing you with clear and agreed training and development: Good/Okay/Not Good/Poor (By asking respondents to check boxes or delete as necessary the multiple-choice answers will produce extremely clear answers to a specific question that can be converted into scores and very easily analysed) Use four options in multiple-choice questions rather than three or five. Three and five options typically offer a middle ‘don’t know’ or ‘average’ selection. Using four, with no middle cop-out will ensure that everybody decides one way or the other: satisfactory or not, which is what you need to know. Mid-way ‘average’ non-committal answers are not helpful, so avoid giving respondents that option. If you go to the trouble of creating, managing and analysing a huge staff survey surely it’s a good idea to produce as much meaningful data as possible. Certain questions are suitable for numerical or percentage scoring by respondents, in which case  use such a system (again ensure you avoid offering scores which equate to ‘average’ or ‘don’t know’). For example: Score-based question: Score the extent to which you enjoy your work: 1-5 = don’t enjoy, 6-10 = enjoy. (By providing a clear differentiation between do and don’t, this 1-10 scoring system gives a wide range of choices, and at the same time a clear result.) Check with a sample of respondents that they understand the draft questions in the way you intend, before you print and issue the questionnaire to all six hundred or however many staff. Designing questionnaires and communications in isolation can produce strange results – not just politicians get out of touch – so check you are actually on the same planet, in terms of your aims, language and meaning, as the people whose views you seek. Make sure you explain to all staff beforehand that you’ll be publishing the survey findings, and then afterwards ensure you do so. And then act on the findings. If your MD/CEO is not fully behind your initiative, then go work for a different company whose MD/CEO properly supports the concept of consulting the folk whose efforts underpin his success (not to mention his share options, second home and Porsche etc.) Allow people to complete the survey questionnaires anonymously. If helpful to you and you have a purpose for doing so, you can ask people to identify which department/region/office they belong to, assuming such information is genuinely useful to you and you can handle the analysis. KISS – Keep It Simple Stupid. Break complex questions into digestible parts. Keep the survey to a sensible length – probably 20 minutes to complete it is a sensible limit of most people’s tolerance. You can always follow up later in the year with another survey, especially if people enjoy completing it, and they see that the feedback and analysis process is helpful to them as well as the employer (see the point about MD/CEO support above). By all means at the end of the questionnaire invite and allow space for ‘any other comments’, or better still try to guide respondents towards a particular question. On which point, wherever it is necessary to ask an open-ended question, use the words ‘what’ and ‘how’ rather than ‘why’, if you want to discover motives and reasons. What and How will focus respondents on the facts objectively, whereas ‘why’ tends to focus respondents on defending themselves. Examples: It’s okay to ask: What factors could be changed to help staff enjoy their work more in the XYZ depot? Whereas it’s not very clever to ask: Why is there such a crap attitude among staff at XYZ depot? The second example is daft of course, but you see the point. managing (just), or leading? In this excellent guide article by motivation expert Blaire Palmer, ten central points (for some, myths) of employee motivation are exposed and explained, many with real case study references and examples. employee motivation principles – a short case study – sounds familiar? When Michael started his own consultancy he employed top people; people he’d worked with in the past who had shown commitment, flair and loyalty and who seemed to share his values. But a few months down the line one of his team members started to struggle. Jo was putting in the hours but without enthusiasm. Her confidence was dropping; she was unfocused and not bringing in enough new business. Michael explained to Jo the seriousness of the situation. Without new business he would lose the company and that would mean her job. He showed her the books to illustrate his point. He again ran through her job description and the procedures she was expected to follow. He told her that he was sure she was up to the job but he really needed her to bring in the new business or they would all be out on their ear. Jo told Michael that she understood. She was doing her best but she’d try harder. But a month later nothing had changed. After an initial burst of energy, Jo was back to her old ways. No matter how experienced a leader you are, chances are at times you have struggled to motivate certain individuals. You’ve tried every trick in the book. You’ve sat down one-to-one with the individual concerned and explained the situation. You’ve outlined the big vision again in the hope of inspiring them. You’ve given them the bottom line: â€Å"Either you pull your finger out or your job is on the line†. You’ve dangled a carrot in front of them: â€Å"If you make your targets you’ll get a great bonus†. And sometimes it works. But not every time. And there have been casualties. Ultimately if someone can’t get the job done they have to go. The granddaddy of motivation theory, Frederick Herzberg, called traditional motivation strategies ‘KITA’ (something similar to Kick In The  Pants). He used the analogy of a dog. When the master wants his dog to move he either gives it a nudge from behind, in which case the dog moves because it doesn’t have much choice, or he offers it a treat as an inducement, in which case it is not so much motivated by wanting to move as by wanting choc drops! KITA does the job (though arguably not sustainably) but it’s hard work. It means every time you want the dog to move you have to kick it (metaphorically). Wouldn’t it be better if the dog wanted to move by itself? Transferring this principle back in to the workplace, most motivation strategies are ‘push’ or ‘pull’ based. They are about keeping people moving either with a kick from behind (threats, fear, tough targets, complicated systems to check people follow a procedure) or by offering choc drops (bonuses, grand presentations of the vision, conferences, campaigns, initiatives, etc). 10 management motivation examples to illustrate that there are better ways to motivate employees Blaire Palmer’s experience has enabled her to work with a wide range of individuals and groups from a variety of backgrounds. Some of these people are highly motivated themselves, but struggle to extend this state of mind to the people they manage. Other people are at the receiving end of KITA motivation strategies that (obviously) aren’t working on them. These people know they ‘should’ be more engaged with their work. Sometimes they fake it for a few months but it’s not sustainable. In this paper Blaire identifies some common assumptions about motivation and presents some new paradigms that can help motivate more effectively. By adding these coaching tools and motivation principles to your capabilities you should find the job of leading those around you, and/or helping others to do the same, more of a joyful and rewarding activity. Instead of spending all your time and energy pushing and cajoling (in the belief that your people’s motivation must come from you) you will be able to focus on leading your team, and enabling them to achieve their full potential – themselves. Ultimately, motivation must come from within each person. No leader is ever the single and continuing source of motivation for a person. While the leader’s encouragement, support, inspiration, and example will at times motivate followers, the  leader’s greatest role in motivating is to recognise people for who they are, and to help them find their own way forward by making best use of their own strengths and abilities. In this way, achievement, development, and recognition will all come quite naturally to the person, and it is these things which are the true fuels of personal motivation. By necessity these case studies initially include some negative references and examples, which I would urge you to see for what they are. How not to do things, and negative references, don’t normally represent a great platform for learning and development. In life it’s so important always to try to accentuate the positive – to encourage positive visualisation – so, see the negatives for what they are; silly daft old ways that fail, and focus on the the positives in each of these examples. There are very many. motivation example 1 – ‘everyone is like me’ One of the most common assumptions we make is that the individuals who work for us are motivated by the same factors as us. Perhaps you are motivated by loyalty to the company, enjoying a challenge, proving yourself to others or making money. One great pitfall is to try to motivate others by focusing on what motivates you. Marie, a director in her company, was being coached. She was a perfectionist. Every day she pushed herself to succeed and was rewarded with recognition from her peers. But she was unable to get the same standard of work from her team members. In the first few weeks of her coaching she would say, â€Å"If only people realised how important it was to put in 110% and how good it felt to get the acknowledgment, then they would start to feel more motivated†. But it wasn’t working. Instead people were starting to become resentful towards Marie’s approach. Acknowledgment was a prime motivator for Marie so to help her consider some other options, she was helped to brainstorm what else might motivate people in their work. Marie’s list grew: ‘learning new skills’, ‘accomplishing a goal as part of a team’, ‘creativity’, ‘achieving work-life balance’, ‘financial rewards’ and ‘the adrenaline rush of working to tight deadlines’. Marie began to see that perhaps her team were indeed motivated – it was simply that the team members were motivated in a different ways to her own. If the leader can tap into and support the team members’ own motivations then the leader begins to help people to realise their full potential. motivation example 2 – ‘no-one is like me’ Since the 1980’s, research has shown that although we know that we are motivated by meaningful and satisfying work (which is supported by Herzberg’s timeless theory on the subject, and virtually all sensible research ever since), we assume others are motivated mainly by financial rewards. Chip Heath, associate professor at Stanford University carried out research that found most people believe that others are motivated by ‘extrinsic rewards’, such as pay or job security, rather than ‘intrinsic motivators’, like a desire to learn new skills or to contribute to an organisation. Numerous surveys show that most people are motivated by intrinsic factors, and in this respect we are mostly all the same. Despite this, while many leaders recognise that their own motivation is driven by factors that have nothing to do with money, they make the mistake of assuming that their people are somehow different, and that money is central to their motivation. If leaders assume that their team members only care about their pay packet, or their car, or their monthly bonus, this inevitably produces a faulty and unsustainable motivational approach. Leaders must recognise that people are different only in so far as the different particular ‘intrinsic’ factor(s) which motivate each person, but in so far as we are all motivated by ‘intrinsic’ factors, we are all the same. motivation example 3 – ‘people don’t listen to me’ When some people talk, nearly everyone listens: certain politicians, business leaders, entertainers; people we regard as high achievers. You probably know people a little like this too. You may not agree with what they say, but they have a presence, a tone of voice and a confidence that is unmistakable. Fundamentally these people are great sales-people. They can make an unmitigated disaster sound like an unqualified victory. But do you need to be like this to motivate and lead? Certainly not. Many people make the mistake of thinking that the only people who can lead others to success and achieve true excellence, and are the high-profile, charismatic, ‘alpha-male/female’ types. This is not true. James was a relatively successful salesman but he was never at the top of his team’s league table.  In coaching sessions he would wonder whether he would ever be as good as his more flamboyant and aggressive colleagues. James saw himself as a sensitive person and was concerned that he was too sensitive for the job. James was encouraged to look at how he could use his sensitivity to make more sales and beat his teammates. He reworked his sales pitch and instead of focusing his approach on the product, he based his initial approach on building rapport and asking questions. He made no attempt to ‘sell’. Instead he listened to the challenges facing the people he called and asked them what kind of solution they were looking for. When he had earned their trust and established what they needed he would then describe his product. A character like James is also typically able to establish highly reliable and dependable processes for self-management, and for organising activities and resources, all of which are attributes that are extremely useful and valued in modern business. When he began to work according to his natural strengths, his sales figures went through the roof. Each of us has qualities that can be adapted to a leadership role and/or to achieve great success. Instead of acting the way we think others expect us to, we are more likely to get others behind us and to succeed if we tap in to our natural, authentic style of leadership and making things happen. The leader has a responsibility to facilitate this process. motivation example 4 – ‘some people can’t be motivated’ While it’s true that not everyone has the same motivational triggers, as already shown, the belief that some people cannot be motivated is what can lead to the unedifying ‘pep-talk and sack them’ cycle favoured by many X-Theory managers. Typically managers use conventional methods to inspire their teams, reminding them that they are ‘all in this together’ or that they are ‘working for the greater good’ or that the management has ‘complete faith in you’, but when all this fails to make an impact the manager simply sighs and hands the troublesome employee the termination letter. The reality is that motivating some individuals does involve an investment of time. When his manager left the company, Bob was asked by the site director, Frank, to take over some extra responsibility. As well as administrative work he would be more involved in people management and report directly to Frank. Frank saw this as a promotion for Bob and assumed  that he would be flattered and take to his new role with gusto. Instead Bob did little but complain. He felt he had too much to do, he didn’t trust the new administrator brought in to lighten his workload, and he felt resentful that his extra responsibility hadn’t come with extra pay. Frank was a good manager and told Bob that he simply had to be a little more organised, and that he (Frank) had complete belief in Bob to be able to handle this new challenge. But Bob remained sullen. So Frank took a different approach: He tried to see the situation from Bob’s point of view. Bob enjoyed his social life, but was no longer able to leave the office at 5pm. Bob was dedicated to doing a good job, but was not particularly ambitious, so promotion meant little to him. Bob was also expected to work more closely now with a colleague with whom he clashed. Then Frank looked at how Bob might perceive him as his boss. He realised Bob probably thought Frank’s hands-off management style meant he didn’t care. To Bob it might look as if Frank took no direct interest except when he found fault. Finally, Frank looked at the situation Bob was in to see if there was anything bringing out the worst in him. He realised two weeks of every month were effectively ‘down-time’ for Bob, followed by two weeks where he was overloaded with work. Having set aside his assumptions about Bob and armed with a more complete picture from Bob’s point of view, Frank arranged for the two of them to meet to discuss a way forward. Now the two were able to look at the real situation, and to find a workable way forward. While there is no guarantee that this approach will always work, ‘seeking to understand’, as Stephen Covey’s ‘Seven Habits of Highly Effective People’ puts it, is generally a better first step than ‘seeking to be understood’. It’s easier to help someone when you see things from their point of view. motivation example 5 – ‘but I am listening’ We are always told how valuable listening is as a leadership tool and encouraged to do more of it. So, when we remember, we listen really hard, trying to catch every detail of what is being said and maybe follow up with a question to show that we caught everything. This is certainly important. Checking your email, thinking about last night’s big game and planning your weekend certainly stop you from hearing what is being said. But there is another important aspect to listening and that is: Listening Without  Judgement. Often when an employee tells us why they are lacking motivation we are busy internally making notes about what is wrong with what they are saying. This is pre-judging. It is not listening properly. Really listening properly means shutting off the voice in your head that is already planning your counter-argument, so that you can actually hear, understand and interpret what you are being told. See the principles of empathy. This is not to say that ‘the employee is always right’, but only when you can really understand the other person’s perception of the situation are you be able to help them develop a strategy that works for them. Listening is about understanding how the other person feels – beyond merely the words that they say. motivation example 6 – ‘if they leave I’ve failed’ What happens if, at their meeting, Bob admits to Frank that he doesn’t see his future with that company? What if he says the main reason he is demotivated is that he isn’t really suited to the company culture, and would be happier elsewhere? Has Frank failed? Not necessarily. It’s becoming more widely accepted that the right and sustainable approach is to help individual employees to tap in to their true motivators and understand their core values. Katherine Benziger’s methodologies are rooted in this philosophy: Employees who ‘falsify type’ (ie., behave unnaturally in order to satisfy external rather than internal motives and drivers) are unhappy, stressed, and are unable to sustain good performance. Effort should be focused on helping people to align company goals with individual aspirations. Look at Adam’s Equity Theory to help understand the complexity of personal motivation and goals alignment. Motivation and goals cannot be imposed from outside by a boss – motivation and goals must be determined from within the person, mindful of internal needs, and external opportunities and rewards. Sometimes the person and the company are simply unsuited. In a different culture, industry, role or team that individual would be energised and dedicated, whereas in the present environment the same person doesn’t fit. Sometimes ‘success’ doesn’t look the way we expect it to. A successful outcome for an individual and for a company may be that a demotivated person, having identified what sort of work and environment would suit them better, leaves to find their ideal job elsewhere. You  succeed as a leader by helping and enabling people to reach their potential and to achieve fulfilment. If their needs and abilities could be of far greater value elsewhere, let them go; don’t force them to stay out of loyalty. Helping them identify and find a more fitting role elsewhere not only benefits you and them – it also enables you to find a replacement who is really suited and dedicated to the job. True leaders care about the other person’s interests – not just your own interests and the interests of your organization. motivation example 7 – ‘the same factors that demotivate, motivate’ When asked what brought about lack of motivation at work, the majority of people in research carried out by Herzberg blamed ‘hygiene factors’ such as working conditions, salary and company policy. When asked what motivated them they gave answers such as ‘the sense of achievement’, ‘recognition’, ‘the opportunity to grow and advance’ and ‘greater responsibility’. Herzberg’s findings about human motivation have been tested and proven time and gain. His theory, and others like it, tell us that the factors that demotivate do not necessarily motivate when reversed. The conventional solution to dissatisfaction over pay levels would be to increase pay in the belief that people would then work harder and be more motivated. However, this research shows that whilst increasing wages, improving job security and positive working relationships have a marginal impact, the main factors that characterise extreme satisfaction at work are: achievement, recognition, interesting work, responsibility, advancement and growth. So it follows that leaders who focus on these aspects – people’s true motivational needs and values – are the true leaders. Help people to enrich their work and you will truly motivate. motivation example 8 – ‘people will rise to tough challenges’ Many managers hope to motivate by setting their people challenging targets. They believe that raising the bar higher and higher is what motivates. Tracey was an effective and conscientious account manager. Her boss habitually set her increasingly tough objectives, which Tracey generally achieved. However, in achieving her targets last month Tracey worked several eighteen-hour days, travelled extensively overseas, and had not had a single weekend break. Sometimes Tracey would mention to her boss that the effort was taking its toll on her health and happiness. When Tracey handed in her latest monthly report, her boss said, ‘You see? It’s worth all the hard work. So, don’t complain about it again.’ Her boss’s belief was that Tracey would get a sense of satisfaction from completing an almost impossible workload. He was relying on her sense of duty – which she had in bucket-loads – to get the job done. But this is the KITA style of motivation. It doesn’t really acknowledge a dedication to the job or a sense of pride. Its leverage or ‘motivation’ is simply a lack of choice. Job enlargement is different to Job enhancement. Herzberg’s research shows that improving the ‘meaningfulness’ of a job (see also motivation example 7) has the motivational impact, not simply increasing the amount of pressure or volume of the tasks. Achievement for achievement’s sake is no basis for motivation – a person’s quality of life must benefit too. motivation example 9 – ‘I tried it and it didn’t work’ When you try new things – new motivational ideas, especially which affect relationships and feelings – it is normal for things initially to get a little worse. Change can be a little unsettling at first. But keep the faith. People are naturally sceptical of unconventional motivational approaches. They may wonder why you have suddenly taken such an interest in them. They may feel you are giving them too much responsibility or be concerned that changes in the way they work may lead to job losses. Herzberg’s research is among other evidence, and modern experience, that after an initial drop in performance, people quickly adjust and respond to more progressive management and motivational attitudes. Supporting and coaching people through this stage of early doubt is vital. Encourage and help people to grow and develop, and performance improvement is inevitable. motivation example 10 – ‘this type of motivation takes too much time’ If you’ve absorbed the ideas above, you might wonder where you would find the time to motivate people using these approaches. It is true that this style of leadership, sustainable motivation, commitment and focus is in the beginning more time consuming than ‘KITA’ methods; this is bound to be,  since KITA methods require far less thought. Engaging fully with your staff, understanding their wants, desires and values, getting to know them as individuals and developing strategies that achieve a continuous release of energy is more intensive and takes time to work. But consider the advantages. This investment of time means you will eventually have less to do. Instead of constantly urging your people along and having to solve all the problems yourself, you’ll be the leader of a group performing at a higher level of ability and productivity, giving you the chance to step back from fire-fighting and to consider the bigger picture. Herzberg was not alone in identifying that leaders need invest in the development of their teams, and also of their own successors. See leadership theories. Douglas McGregor’s X-Y Theory is central too. So is Maslow’s Hierarchy of Needs, from the individual growth perspective. And see also Bruce Tuckman’s ‘Forming, Storming, Norming, Performing’ model. All of these renowned theories clearly demonstrate the need for teams, and the individuals within them, to be positively led and developed. Your responsibility as leader is to develop your team so that it can take on more and more of your own responsibility. A mature team should be virtully self-managing, leaving you free to concentrate on all the job-enhancing strategic aspects that you yourself need in order to keep motivated and developing. The technical content of this article was provided by UK-based expert in organizational development Blaire Palmer, which is gratefully acknowledged. Name:- Sunil Kumar Sharma EXECUTIVE SUMMARY This project is an attempt to give knowledge about Motivational technique of Tata steel company on their employees. It aims to make its reader well versed with each and every aspect of Kingfisher Airlines. It throws light on the following:- 1. In 1st Chapter you will find the objective of doing the project on Tata Steel 2. In 2nd Chapter of this report, you will find that the research methodology of the report is mentioned. 3. In 3rd chapter you will find an  overview of Tata Steel, in which you will find it’s the history of Tata Steel, current destination, departments, motivational technique, steps dose HR manager takes to manage employee of organization. In it you will also find about the Events, Awards, about the Management Team. 4. In 4th Chapter you will find conclusion and suggestion on the project on Motivational Technique of Tata Steel 5. In 5th Chapter you will find some of the limitations of project being face by me. 6. In 6th Chapter you will find the various sources I referred for gathering information. This project is overall an attempt to make you aware or to cover every possible aspect of Tata Steel in Delhi. OBJECTIVE 1. To understand the importance of employee motivation in Tata Steel 2. To analyze the monetary method of motivating employee 3. To analyze the non-monetary method of motivating employee 4. To understand the difficulties/challenges found in caring out the strategies 5. Finally, to recommend how Tata Steel can improve its motivational strategies LIMITATION 1. The data could be gathered from secondary source thus any error in the information would have also got replicated in this report 2. Time constraint was the major limitation faced by the researcher 3. Another problem was knowledge constraint and this report was an attempt to gather as much of relevant data as possible 4. Another constraint was the lack of information regarding proper route map by the organization due to which it could not be included in the project report 5. Difficult to meet right people at Tata Steel for project concern 6. Very expensive CONCLUSION AND SUGESTION After doing a study of this project representing on Motivation technique of leading company Tata Steel, I have come to a conclusion that Tata Steel is one of the largest and most widespread of the manufacturing company and well planned in motivational tools, Tata Steel have adopted various technique for all different level of management In all Tata Steel Organization, new approaches to motivation are being used. In many territories, the strategies  are manual but, as automated methods become more pervasive, those mechanisms that support its use will assume greater popularity Whatever the strategies selected for use, the objective is to motivate employees and make him more qualified, committed individuals into the organizations and ensure that the provision of Tata Steel to the their employee is timely and effective, that the goods are of consistent high quality and that the organizations achieve the objectives for which they have been established Tata Steel also manage their Monetary and non monetary methods of motivation system between all level of management according to their preference RECOMMENDATION 1. From the above research on motivational technique of Tata Steel they should be categorized their employee according to their motivational methods and make a research on it that which employee wants monetary method of motivation and which employee prefer non monetary method of motivational technique 2. Most probably all employee should be motivated by both method somehow that create a balance between employees thinking 3. There are many levels of management in Tata Steel organization I prefer him to take care of separate department 4. Tata Steel needs to undertake aggressive motivational technique at a time of emergency 5. New approaches should be identified and rewarded so that it serves as example for others Motivation Techniques at Microsoft Motivation Techniques at Microsoft With more than 4,000 of its 27,000 employees already millionaires, Microsoft faces the challenge of figuring out how to motivating its employees though means other than pay raises. While this problem is not unique to Microsoft, the circumstances under which this problem evolved however, are. As a company that must caters to the needs of the ‘professional’ worker, Microsoft’s motivational strategy should center around recognition of individual employee achievements, the work itself, responsibility, growth, and other characteristics that people find intrinsically rewarding. By simple virtue of its position as a high-tech company – where highly trained, highly skilled ‘professional’ workers account for the vast majority of its  employees – under normal circumstances money factors would play only limited role in actually motivating employees. As a company composed of ‘paper millionaires,’ Microsoft is in a unique position – while many Microsoft employees may be labeled ‘professional’ employees, the company’s financial position will play a special interest to many of its employees. As Microsoft stock-holders, the average Microsoft millionaire (the so called paper millionaire’) has a vested interest in helping the company succeed and advance its financial position. This is true because the stockholder will directly correlate the amount of money they earn with the perceived worth to the organization. Driven by the idea that their financial success or failures are directly related to the performance (as well as public image) of the company, these employees will work with great vigor to maintain the success of their company. Until their financial position no longer depends on the company’s stock performance – that is, until theses employees sell their stock and secure their fortunes – the Microsoft millionaires will likely view themselves as masters of their own destiny. Hard work, they are likely to reason, will translate into better company performance which in turn, will translate into steady (if not increasing) stock performance. Clearly, money plays an important role in motivating job performance. But as mentioned earlier, money has its limitations as a motivator, especially in the world of the ‘professional’ worker. In the work of management theorist Frederick Herzberg, a fair salary is considered a â€Å"hygiene† factor – something people need as an incentive to do the jobs they are hired to do. Hygiene factors include adequate workspace, light and heat, and the necessary tools such as a computer or telephone. Without any of these items, employees will be demotivated and unable to do their jobs. Having all of these items, however, will enable employees to do their jobs but will do nothing to help them do the best job possible. Getting people to do their best work is more a function of what Herzberg call â€Å"motivators.† These include praise and recognition, challenging work, and growth and development opportunities. As ‘professional’ workers Microsoft’s employees have, for the most part, meet their hygienic needs. Microsoft employees are largely skilled workers who derive satisfaction from their work itself. Such workers possess a strong sense of commitment to not only their field of expertise but also to their employer as well. As such, Microsoft’s employees will want to identify with the success of their profession and their organization. Since professionals often enjoy the challenge of problem solving, some of the rewards of their job will likely come from the work itself. This implies that managers should provide professionals with new assignments and challenging projects. Managers should give the professional autonomy to follow their interests and allow them to structure their work in ways they find productive. Professionals should be rewarded with recognition and educational opportunities that allow them to keep current in their fields. Recognition boosts employees’ esteem and performance. Recognition, on the other hand, is what you do above and beyond what people are paid to get the best effort from employees. Compensation is a right, but recognition, however, is a gift which validates the importance of their work.