The relationship between the organization and its members can be greatly influenced by what motivates individuals to work. The style of leadership, job design, resources on the job, and environment can all have a significant effect on the satisfaction of employees and their performance. Performance is also influenced by individual motivations (e.g., social, recognition, financial reward, personal growth and development, and/or intrinsic satisfaction) and can equally impact the organization. There are many theories that attempt to explain the nature of motivation. Write a four- to five-page paper (excluding the title and reference pages) evaluating the relationship between motivation, job satisfaction, and work performance. Be sure to address the following:

1. Describe a performance issue which resulted from a motivational problem (what, why, who).

2. Use a content theory of motivation (e.g., Maslow, Alderfer, Herzberg, or McClelland) or a process theory (i.e., Adams, Locke, or Heider and Kelley) to explain how the issue creates a performance problem for the organization.

3. Use the theory of motivation you selected to describe an intervention/action to change the motivation/behavior and correct the performance problem.

Your paper must use a minimum of three scholarly sources, in addition to the textbook. Your paper must be formatted according to APA style

 

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please do this essay using either delta or american airlines as the business of choice

Develop a 1,050-word examination of the ethics and social responsibility practices within the organization.

Include the following in your examination:

• Select a business decision within the organization.
• Identify the potential ethical implications associated with this decision.
• Determine the effect this may have on the decision making process.
• Identify how the organization applies corporate social responsibility to the business.
• Evaluate the influence that corporate social responsibility has on the organization.
• Discuss the application of critical thinking to corporate social responsibility.

 

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The 25 Public Speaking Skills Every Speaker Must Have or Speech Analysis

Please respond to one of the following questions:

Question A

Please read the article: The 25 Public Speaking Skills That Every Speaker Must Have by Andrew Dlugan.

Identify two or three points that really stood out to you in the list. Why did they stand out? What makes them so unique? Were there any points that you previously did NOT consider as part of public speaking? Give us your feedback!

Question B

For our next speech analysis, we’ll take a look at a recent speech from President Barack Obama, and his address about the deficit reduction on July 5, 2011.

Please note: It is not my intention to argue or debate the context of this speech. I ask that you evaluate the rhetoric objectively and not from a standpoint of whether or not you agree with the President’s remarks.

In similar fashion, evaluate the President’s speech as if you were grading his effort. What do you notice about his posture? His language? What type of vocabulary and terminology are you hearing, that you don’t normally hear?

Please watch this short video, then share your thoughts and reactions in the discussion board.

http://www.youtube.com/embed/0I6cOPrfu6o

 

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Assume you are the manager of your learning team and need to develop a plan that will address the characteristics of your group and yourself as the leader. This plan can be used to determine the needs of the learning team and is a tool for members to assess their skills, strengths, areas needing improvement, and the resources needed to help them reach their career goals.

Create a professional development plan to address the characteristics of the Learning Team members both individually and as a group and your ability to lead them:

Required Elements:

• No more than 1400 words
• Formatyour paper consistent with APA guidelines
• Evaluate the individuals, including yourself, and the group based on the DiSC assessment.

Click the Assignment Files tab to submit your assignment.

Vance Marshall

The Master-Minder (Cd)

You are predominantly a Cautious Style.

We break each main Style down into four Substyles. Yours is the Cd, which we call The Master-Minder. The Master-

Minder is MORE guarded and LESS indirect than most other Cautious styles. Below is a snapshot of The Master-Minder

Substyle… as such, it’s a closer look at you!

The primary goal that motivates you is to increase opportunities for unique and significant personal accomplishments.

You express yourself more by what you do than what you say. Consequently, you have strong needs to choose your own

goals and to work independently. As primarily an idea-generator and developer, you have little interest in dealing with

implementation details.

YOUR TENDENCIES INCLUDE

Taking some calculated risks when making decisions

Appearing focused and self-controlled with people

Being very alert to conflict and resistance

Preferring to work alone, or at least with people of your choosing

Being focused on the future, especially concerning ideas and opportunities

Fearing losing your autonomy and individuality

Enjoying planning, monitoring, and measuring

Becoming overly analytical and possibly procrastinating when under pressure

YOUR GROWTH OPPORTUNITIES

With Tasks:

Prone to overanalyze, you sometimes limit your own effectiveness. You can benefit by making quicker

decisions and communicating more directly with your co-workers as you make those decisions.

With People:

One of the most important changes you can make is to give yourself more credit and less grief. This

would affirm yourself and counter your tendency to be overly self-critical. You’ll also want to be more

helpful and understanding of people who need hands-on coaching and counseling.

PERSONAL EMPOWERMENT POINTERS

Work at being less guarded and more direct in your communication with others.

Make sure you commit attitudinally to working closely with others on important tasks, not just menial ones.

Monitor your tendency to be critical of yourself and others, especially when under pressure.

Syreeta

You are predominantly a Cautious Style.

We break each main Style down into four Substyles. Yours is the Ci, which we call The Assessor. The Assessor is LESS

guarded and LESS indirect than most other Cautious styles. Below is a snapshot of The Assessor Substyle… as such, it’s

a closer look at you!

The primary goal that motivates you is accomplishing goals with excellence.

As a quick thinker, you can deal with many inputs simultaneously; however, you may be slow to take action. Your nickname

of “Assessor” is based on your evaluative approach to people and tasks. You tend to have strong opinions about people and

groups with whom you do not identify or agree.

YOUR TENDENCIES INCLUDE

Being tense with yourself and others when under pressure

Having a natural curiosity about people

Being concerned about what people think, feel, and expect

Having strong attachments to your personal interests

Underestimating the time required to complete tasks

Being intuitive and observant about situations and people

Associating your self-worth with your work

Being intrigued by concepts, ideas, and processes

YOUR GROWTH OPPORTUNITIES

With Tasks:

You’re an idea person who can profit by being more attentive to details and timely follow-through. Your

curiosity sometimes leads to unpredictable digressions while you work. You can benefit by learning to pace

yourself. Taking time-outs during the workday may help allay your natural intensity.

With People:

Because you’re intense by nature, you tend to be impatient with yourself and others, especially when things

aren’t going well. Therefore, focus on remaining positive when dealing with situations and people under

pressure. If you can control your thoughts and emotions in such cases, you can then use your creativity to

discover workable solutions.

PERSONAL EMPOWERMENT POINTERS

Be attentive to what others expect. Deliver that first before digressing into other areas that are likely to be of greater

interest or curiosity to you.

Stay focused on key priorities. Do that by sorting tasks into “immediate,” “shorter-range,” and “long-term” categories.

Indicate those that you alone must do, those for which you share responsibility, and finally, those for which others

have primary responsibility and your involvement is limited.

Treat yourself to free time and recreation

Brandon

You are predominantlya Dominance Style. We break each main Style down into four Substyles. Yours is the Ds, which we like to call The Producer. The Producer is LESS guarded and LESS direct than most other Dominance styles. Below is a snapshot of The Producer Substyle… as such, it’s a closer look at you! The primary goal that motivates you is accomplishing bigger and better goals according to an internal timetable. You prefer to be involved in your chosen activities from start to finish, and you resist people who are obstacles to your achievements. Your ability to produce makes you highly valued in situations in which an efficient, dependable, or incrementally improving rate of production is desired.

YOUR TENDENCIES INCLUDE Disliking being told what to do, or when or how to do something Being reluctant to change what you think or how you feel Delegating tasks only if absolutely necessary Acting competitively, especially when pushing yourself to new levels or in new directions Making sure that production is completed on schedule Depending on plans for action and follow-up routines Becoming tenacious and focused when under pressure

YOUR GROWTH OPPORTUNITIES With Tasks: You’re so highly focused that you can benefit by broadening your perspective. Learn to be effective outside your comfort zone by considering different points of view and other ways to achieve goals. Because you’re often too “either-or” in your decision-making, practicing flexibility would help you solve problems more creatively. With People: Show confidence in others by delegating and giving people tasks that will be fulfilling for them. You also can benefit by creating more free time and space in your life as well as generally appreciating and tolerating differences among people.

PERSONAL EMPOWERMENT POINTERS Ask others to share their ideas on how to accomplish tasks and on how to satisfy their expectations and yours. When making or implementing decisions, check with at least three to five other knowledgeable people to see if there’s a consensus. If you don’t find a pattern, widen the search. Be more genuinely open with others by revealing your real feelings and addressing theirs.

Omari

The Adventurer (Di) You are predominantly a Dominance Style. We break each main Style down into four Substyles.  Yours is the Di, which we like to call The Adventurer. The Adventurer is LESS guarded and MORE direct than most other Dominance styles.  Below is a snapshot of TheAdventurer Substyle… as such, it’s a closer look at you! The primary goals that motivate you are dominance and independence. Consequently, you are wary around people who may take advantage of you or beat you to a goal.  Because of your results-oriented nature, you may sometimes sacrifice quality for quantity.  Your innate sense of self-importance enables you to make mistakes and still feel favorably about yourself.  You do not mind confrontation and are willing to challenge others. YOUR TENDENCIES INCLUDE ●  Being tenacious ●  Standing up for yourself ●  Seeking to get things done quickly ●  Expressing confidence in your ability to achieve and make things happen ●  Downplaying your mistakes and weaknesses while focusing on successes and strengths ●  Cutting corners to reach your goals more quickly and efficiently ●  Becoming forceful and less team-oriented under pressure YOUR GROWTH OPPORTUNITIES With Tasks: You’re often impatient when dealing with complex situations or long-term projects.  When pressured, you have a tendency to force-fit solutions.  You can benefit by learning to pay attention to available information as well as people’s feelings.   With People: You have a fast lifestyle and are driven to achieve.  You should relax!  It will help fulfill you, restore your energy, and improve the quality not only of your life but of the lives of those around you. PERSONAL EMPOWERMENT POINTERS ●  Take the time to ask others about their expectations, concerns, and efforts. ●  Sort tasks into “Critical” and “Less Critical” categories.  Then divide “Critical” ones into “Urgent” (requiring immediate action if the task is to be accomplished), “Short-term” (requiring action in the next one-three months), and “Long-term” (requiring action within six-twelve months). ●  Focus first on what results you can’t live without. Then take on those tasks where you must see significant improvement, and later those where you would like to see improvements.

 

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1.Kameron Gibson’s bank statement showed a balance of $717.72. Kameron’s checkbook had a balance of $209.50. Check No. 104 for $110.07 and check No. 105 for $15.55 were outstanding. A $620.50 deposit was not on the statement. He has his payroll check electronically deposited to his checking account—the payroll check was for $1,025.10. There was also a $4 teller fee and an $18 service charge. Prepare Kameron Gibson’s bank reconciliation.  LU 4-2(3)

2.Carol Stokke receives her April 6 bank statement showing a balance of $859.75; her checkbook balance is $954.25. The bank statement shows an ATM charge of $25.00, NSF fee of $27.00, earned interest of $2.75, and Carol’s $630.15 refund check, which was processed by the IRS and deposited to her account. Carol has two checks that have not cleared—No. 115 for $521.15 and No. 116 for $205.50. There is also a deposit in transit for $1,402.05. Prepare Carol’s bank reconciliation.  LU 4-2(3)

 

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