How Motivational Theories Are Used In Asda

How Motivational Theories Are Used In Asda The main intention of this project is to explore how motivational theories applied in Asda to induce its staffs to carry out their best to the organization. The reason why I selected the above theme is, as an employer at the Asda sometimes I wonder how all the works are going well and smoothly. Then I found the answer for my question, which is all because of the motivational techniques used by the Asda. And the other reason is, I can able to collect use full primary data, from my Managers and colleagues, and from the customers via primary research and secondary data like company reports, articles and company journals directly. Since I had a limited time I thought it will be help full, if I selected the company where am working. Hypothesis: Since motivation is important in the productivity of employees, the importance of knowing what motivation theory is most effective and efficient that could generate higher productivity, commitment and satisfaction to employees is significant as a problem of this study. Literature Review: Motivation is a one word, which leads success for all the organization around the world. Many theorists talked many about this. Especially Mitchell (1982), who given common characteristics to motivation, Taylor, F. W, and Harper and Row (1947) supposed in financial desires in inspiration, but Motivation is the driving force which fulfils needs according to Lam Tang, 2003. Similar to this there are many theorist suggested their view towards motivation. They are Wilbert Scheer (1979), Thwala Monese, n. D, Robin DeCenzo (1995:271), Campbell and Pritchard (1976) Motivation plays a central role in getting and satisfying the goals and objectives of a business by trying to motivate, inspire, and raising their satisfaction and self-esteem with the intention of be greatly creative that in turn will direct to completion of organizations goals. Though all doesnt know about the theories these are ineffective, but will help to identify the incorrect ways of motivation. Objectives: I would like to achieve the aims, which are stated below through conducting this research: Evaluating the techniques made by the Asda to motivate Customer service Assistance and Managers. Analyzing whether the employees are motivated by those techniques. Investigating whether customer gained good service through those techniques. Identifying advantages gained through those techniques to the Organization. Suggesting some techniques to the Organization. Methodology: This analysis mainly used both the Primary and secondary researches equally. Though according to the title uses of primary data should be more compare to the Secondary, but due to the limited sources and time secondary research also conducted relatively equal with other. In both its major two types are used while conducting collecting the data. This case analysis will operate on the idea that the use of classic motivational theory of Maslows hierarchy of needs, and the Total theory at the organization. Since, a case analysis will be in understanding the role of motivation to employees productivity, the use of qualitative and quantitative approaches will be utilized. Action Plan: Preparing the proposal by 20th February Completing Literature review by 01th march Completing Field work Primary Data by 17th march Secondary Data by 28th march Analysing the collected data and the result by 28th April Presenting the data collected and the final report by 05th may Code of ethics: This case study conducted without any age restriction, gender, employee position and ethnic groups boundaries. All of the staffs are shift basis have involved in this study. While collecting data and after collecting secrecy maintained throughout the study of the investigation. Literature Review Motivation in Organization The word Motivation this will be the success behind all the succeeded organization. Managers use mostly motivational theories commonly, to encourage their employees to get a good out put from them. Motivation, which is vast, issue, hence there are many theories are stated. In order to maximize the employees effectiveness and increase the productivity; managers using these theories even without knowing it. However these theories are applied all over the place from small business to multi billion business. Motivation and Its Theories Motivation directs individual behavior. It is in the interest of an employer to know how to motivate employees behavior for the employers benefit. The four most Common Motivational Characteristics Definitions, which are stated by Mitchell (1982), are: Motivation is: Type defied as individual phenomenon. Described usually as intentional Multifaceted Helps to predict the behavior Motivation is the driving force within individuals that drive them physiologically and psychologically to pursue one or more goals to fulfil their needs or expectations (Lam Tang: 2003). For Wilbert Scheer (1979), To maintain [motivation] it is to create and maintain the climate which brings harmony and equilibrium into the entire work group for the benefit of all who are involved. Since it is the work of a manager to employ effective motivation, he/she should always aware of the environment and the status condition of his/her employees. Furthermore, motivation means an inner wholesome desire to exert effort without the external stimulus of money. It is the ability of indoctrinating the personnel with a unity of purpose and maintaining a continuing, harmonious relationship among all people (Thwala Monese, n. d). Motivation plays a vital role in fulfilling goals, objectives of an firm by trying to motivate, inspire, and raising their satisfaction and self-esteem in order to be highly productive that in turn will lead to the fulfilment of organizations goals and objectives. Thus to Robin DeCenzo (1995:271), cited by Thwala and Monese, motivation is the willingness to exert high level of effort to reach organizational goals, conditioned by the efforts ability to satisfy some individual need. While Campbell and Pritchard (1976), defines motivation as a dependent and independent set of relationships, which explains the amplitude, direction, and persistence of a behaviour holding constant the effects of skills, aptitude, and understanding of a task and the constraints operating in the work environment. The essential of knowing the character of motivation, principles and theories are all-important in order that inappropriate function of motivation can be presumed and avoided. Even so, all motivational theories and strategies are valuable yet, not all can be applied in certain organization for some constraints. There are many competing Theories, which attempt to explain motivation at work Motivation Theories can be classified as follows: Motivation is watched from various views. Taylor, F. W. Scientific Management, Harper and Row (1947) believed in economic needs in motivation. According to him motivation is nothing but what the workers wanted from their employers more than anything else is high wages. This approach is called Rational-Economic concept of motivation. But Nicola Horlick, (former Managing Director, Morgan Grenfell Investment Management.) He was convinced that the success of any business depended on having people and motivating them properly. As he thought and he decided motivation was not just about money. It was about creating an environment in which people enjoyed working. Methodology In this research I have used both qualitative and quantitative methods of research. The use of qualitative research is comparatively less with the quantitative. The majority of the Qualitative data related to Theories and past studies of the motivational theories. The quantitative research applied to gather the information from the employees to find out what is motivation according to them. Primary Research In this research Primary data collection is important for the reason that the research includes the opinion of the staffs. Though there are many of techniques are used to collect raw data. I have selected some methods in field research when considering the resources and time. Quantitative: The quantitative data is collected mostly from the questionnaire. Since I had a less amount of time to analyze the information, this type of data helped me more to manage the time. Questionnaire: Close ended questions like How many? and Yes or No? questions are used to collect the quantitative primary data. This type of question is used to test observable fact. Though it is testing fact, it wont develop the fact and give other suggestion of the responder. The advantage of this method is, focus is concise and narrow, and hence which took a reduced amount time. Qualitative: From the interviews and the brain storming discussion most of the raw qualitative information is pull together. Comparably the lesser amount of data is collected from the Questionnaire. Interview: Interview took place with the employer, which lasted approximately eight minutes. Interview is conducted in a limited time period in which responder might not have time to share the information. And also the responder is well known to the interviewer, where likeness of sharing the matter may differ. Though the facts are collected directly the reliability of the data is high, we can guess and understand information if we didnt get them, and also we can ask more to develop the task. Brain Storming Discussion: Common discussion took place regarding the topic in the break time during the break time in the organization where they dont know that they are taking place in this study. As an employee it is much easier to me to chat about the topic with the colleagues and to get the live feed from them while working. This approach is easier to me and reliable. Although they are working together there will be a gap between the people individually who wont speak openly with all. Though there are chances to collect unreliable information. Observation: I observed the group twelve hours per week for two weeks, focusing mostly on conversations at monthly meetings and especially those conversations, which related to motivation and the awarding system issues. Secondary Research In this study, secondary research used to get the information mostly regarding to the organization. This research was done to collect already existing data that was collected by someone or by organization. I used both major categories of secondary research. Internal secondary data The sources of some secondary data that I collected came from within the organization; this type is called internal secondary data. From the organisations department little information gathered from the own reports that represent a potential of valuable data from the line manager. For instance how to motivate employees. These records were collected as an employee; otherwise this is not possible to others. Hence the records are reliable. Although these were collected from the system these are depended in the employer whether it is applied or not. So from this we cant measure the real out come. External secondary data The collected data which are published by other organization, or in other journal and website, few are collected from local library books are called as external secondary data. From the several websites and other past researches the gathered are linking between these types. Due to the IT revolutionised world it was easy to collect these categorised data in the given time and with minimum source. No need of wasting them by conducting the same research. Though it easy and accessible. It may have been collected some time ago and there for sometime it wont suit for the research. It can be general. Action Plan Action: Preparing the proposal Methods for monitoring Constraints Targeted Time Researching various topics and selecting final topic Setting correct objectives. Preparing sample plan. Examining the key values of research. Writing the sample proposal and discussing it with lecturer. Finalising the Proposal. To select the topic time taken bit more than considered time and also writing the Proposal. Lack of knowledge in the selected topic. 3 day 1 day 1day 2days 1day Completing by 20th feb Action: Completing Literature review Methods for monitoring Constraints Targeted Time Setting objectives that has to be searched. According to the objective searching data in library books. Searching data in journals and articles. Analyzing the collected data Preparing sample Literature review Examining the sample literature review with the lecturer. Correcting and finalising the Literature review. Collecting the data in the predicted time is bit complicated 1 day 4 day 1day 1day 2day Completing by 1th march Action: Field work (Primary Data) Methods for monitoring Constraints Targeted Time Observing the employees and colleagues. Brain storming discussion. Providing questionnaire and getting feedback. Interviewing staffs Completing field work To get Questionnaire feed back, it took more time than the calculated time. (due to the staffs shift) 7 days 1 day 9 days Completing by 17th march Action: Field work (Secondary Data) Methods for monitoring Constraints Targeted Time Collecting the data within organization with the help of manager. Collecting the data from the websites and from the past research. Completing field work Collecting information about the organisation within the organisation made difficult than expected. 7 days 2 day 2 days Completing by 28th march Action: Analysing the collected data and the result. Methods for monitoring Constraints Targeted Time Gathering all primary data separating according to type. Examining them and taking important points. Exploring all the secondary data and taking points. Grouping the data by type and writing Analysis report. Discussing with lecturer and preparing final Analysis report. After analyzing briefly giving a conclusion and result. Gathering all questionnaires, sorting out them, and examining was tough Some confusion came due to the language, while conducting interviews with staff. 3 days 2 day 2 days 2 days 1 day 1 day Completing by 28th April Action: Presenting the data collected and the final report. Methods for monitoring Constraints Targeted Time Structuring all the data, reports, bibliography, appendix, and tables. Presenting whole project with the appropriate graphical presentation techniques (charts, smart arts, shapes). Organizing all and presenting sample Project for lecturers consideration. Discussing with lecturer and completing the final Research Project. Submitting Research Project There was a bit difficulty faced while getting all data together for structuring. Due to the various formation of structure Structuring the data seized more periods than estimated. 3 days 2 day 2 days 2days Completing by 5th May Limitations: Time constraints of the semester require less time than may be ideal for an ethnographic study. By observing the organization for only a week, there are bounces to be aspects of leadership practice, organizational culture and team communication, which wont be discovered in the observations. Being an outsider may also limit what is revealed to me. The team members may be guarded in their conversations around me, especially in my initial observations. Delimitations: I am not observing multiple groups, although such comparisons might be important, in order to allocate more concentration of understanding regarding the group on which I will focus. Furthermore, I will not use structured interviews in order to minimize my obtrusiveness and my influence on the team members. Code of Ethics At all stages of investigation process, from beginning, resourcing, planning, analysis and dissemination, there was an active, individual and disciplinary ethical awareness maintained through out the case analysis. All process of research including choice of methodology, and the use to which any findings might be put, is matching with the aims and the time and sources. In the case of all those who are the subjects of research, but particularly those made open to by age, gender and the position. In relation to every participant to the research process, including managers, colleagues, and employers, I dealt openly and fairly. In particular, as a duty I explained to the every participant of all features of the research that might be expected to influence willingness to participate, especially but not exclusively dependent on participation. Only in cases where no alternative strategy is feasible, where no harm to the research subject can be foreseen and where the greater good is self-evidently served, are procedures involving deception or concealment permissible for social work and social care researchers. I respected at all times the individual participants absolute right to decline to participate in or to withdraw from the program. Consent must be secured through the use of language that is readily comprehensible to the subject and which accurately and adequately explains the purpose and the procedures to be followed. All the data or other information gathered in this research is confidential and the secrecy maintained. Analysis Primary Data Analysis Questionnaire Analysis: From the figure (I), we clearly get in to the point that majority of the employees are giving preferences to financial reward and pay-raise and acknowledgement which are 23 and 20 respectively. Maslows hierarchy of need (figure IV) state the needs of employees in an ascending order. According to hierarchy of needs the fist, second, and for some extend fourth levels can be satisfied by the financial reward, which evidently shown in this research. Though there are minimum amount of employees are rewarded, the desire to work in the organisation is still high, which clearly state us that public recognition, results, competition, status and sometimes-even fear also motivating employees. From the figure II, without any age restriction majority of the staffs are willing to do their best in the job, the majority is non-awarded person. In the questionnaires given large amount of nearly all marked Yes to the question about their goals. This is the Goal theory, which is stated above. As an employee and from my observation goal theory is used more efficiently in the organisation. Interview: The interview with the manager brought the information that they dont know these motivational theories, but they knew the techniques and the principles. Most of them are guided by their area managers and asked to follow some techniques through them, which was made confidential by the organization. They were conducting monthly meeting and area manager used to assist the line manager during his visit to the store. Brain Storming Discussion Analysis: Brain storming which peel off few staffs worries. They are having a thought that rewarding system is only rewarded to the some section of staffs who are working in the cafeteria in the asda. Although they are accepting that they are having more scope to perform well. Observation Analysis: Observation reveals the truth that although the rewarding system is most favorable way, while they were talking they are interchanging their rewarded vouchers, and they are expecting to become a stars which is one of the valued system made byAsda. Secondary Data Analysis Internal Sources of Data: There is a Staff Development Program (SDP) was undertaken by the Asda Colleague Circle. This will develop the personality of the staffs, when they are not performing there best and doing less in their work: they were personally asked to conduct manager and they used to guide them to do their best. Performance appraisal program is conducted to increase the hourly paid employees salaries, for those who are working for the good standard and showing their brilliance at Asda. This will obviously make the employee to stay with the organization for lengthy period of time. External Sources of Data: The time when Andy Bond CEO of Asda, the company was in financially in a good position and the employee self-esteem was remarkably short. The company was experiencing losses, the CEO; he was faced with the daunting task of turning the rebellious company region. Simon consummated this task for three reasons: he modified: The organizational culture Possessed important leadership skills Motivated employees skills. In order to further motivate staffs of the changing image and the service that Asda is becoming physical changes are commencing to take shape all over at every Asda. A program has in progress for now and it includes more than just the workforce but it is functioning. What in actual fact constructs this victorious at the member of staffs stage are the awareness by labours that their anxiety was addressed, it really triggers off them. In their division that they believe nearly each employee at Asda can express at least part of the Team. They may not all has it perfect but the company is slowly turning in this new direction Result and Conclusion Result Goal theories, Attribution theory, Equity theories of Motivation, Porter and Lawler Expectancy theory, Maslows Hierarchy of Needs theory are the major, numerous theories used at the Asda in order to encourage their staffs, which are successfully completed by the firm. All sort of employees exclusive of age, gender, and position are enjoying and doing there work with job satisfaction due to firms area managers, line managers and the assistance managers hidden motivational procedures, techniques, and principles (Theories). Although the case study finalizing the theories functioned correctly and the result is positive that workers are inspired, happy, encouraged and over all motivated there are some restrictions are there, and also investigation carried out by a member of the employee hence the chances of liability is there between colleagues and managers: which are kept closed. Conclusion In conclusion, there are a number of theories used by Asda. Some of that are out dated, as I mentioned above, many area and line managers are using these techniques without knowing the theories. As a student and an employee after analyzing these information and situation managers should learn these theories and related principles in order to improve there staffs productivity and to apply and inspire them in the correct manner. And I would like to prefer them to study them and re-formulating them freshly to the new modernized 21st century and to bring them into play.

Network at a Snap :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  The purpose of this paper is to explain the difference between the Internets and the intranet and how XXXXX tools effectively increased their communication capabilities. The Internet and an intranet are similar in the fact that they can establish communication with a server anywhere instantly. The primary difference between the two are while the Internet can be accessed by the public the intranet is a form of communication that exists within the boundaries of a business and is accessed only by the company, its employees and any authorized users. This has been found to be a very effective form of communication when linking teams and employees that are located in different locales across the globe to share information.   Ã‚  Ã‚  Ã‚  Ã‚  The case study in our text refers to the intranet operations of XXXXX tools. By putting dealers directly in touch with one another, the company believed it could improve everyone’s business success. (Senn, 137) The first question deals with the types of information that can be delivered across the intranet as opposed to printed brochures and reports. Taking into account the security risk factor and the extreme cost of printing these documents, the intranet allows XXXXX to deliver with minimal cost and high security: information on XXXXX products and services that could be valuable to dealers and even more valuable to competitors, tips for franchise management including online training, updates on sales and marketing, forums and discussion groups where dealers all across the country can share ideas, news and special information to aid in advertising. All of these examples can be turned into brochures and reports but the cost of printing, the cost of design, and the man-hours to assemble and disseminate all of this information to the four corners of the world would be expensive. Not to mention the security aspects of having all their trade secrets easily accessible to any would be competitors.   Ã‚  Ã‚  Ã‚  Ã‚  The second question deals with feelings I would have regarding the use of an intranet to disseminate important sales- and product-related information. I feel that with the proper use of a good firewall and that if the network security was set in place I would be comfortable with distributing this information. A good solid company will invest strongly in obtaining a solid security system/firewall. In any case high security systems tend to keep honest people honest. If indeed security was a factor and a competitor/saboteur wanted to infiltrate or corrupt any information, there are many more ways than I know of to partake in that process.

Micro Manufacturing

ME 686: Micro-manufacturing Assignment 1 Study the effects of process parameters (speed, feed, depth of cut etc. ) associated with SPDT for manufacturing of micro lens let arrays. Also find out the ranges of these process parameters and values of optimal process parameters. Submitted by: Marmeek Kishor Kumar Kosambia (09010332) Submitted to : Dr. S. N. Joshi Date of Submission: 17/01/13 Introduction A microlens array is composed of a series of micro lens distributed in a regular pattern and has been usedin a wide range of photonic products.A  micro lens  is a small  lens, generally with a  diameter  less than a  millimetre  (mm) and often as small as 10 micrometers ( µm). The small sizes of the lenses means that a simple design can give good optical quality but sometimes unwanted effects arise due to optical  diffraction  at the small features. A typical micro lens may be a single element with one plane surface and one spherical convex surface to  refract  the light. Because micro lenses are so small, the substrate that supports them is usually thicker than the lens and this has to be taken into account in the design.More sophisticated lenses may use  aspherical  surfaces and others may use several layers of optical material to achieve their design performance. Since surface roughness affects the performance of the lens, one needs to generate finely machined surface with minimum roughness Single Point Diamond Turning machining is a technique which removes materials from a few microns to sub-micron level to achieve ductile mode machining on hard-to-machine materials such as electro less nickel plating, silicon, quartz, glass and ceramics with no subsurface defects.Such a machining process is able to achieve mirror surface finish of less than 10 nm and form error of less than 1um easily. If properly applied to a specific range of diamond turnable materials, the process is far superior to grinding and polishing where shape control is mo re difficult and processing time is longer. The selecting and optimization of machining parameters is one of the main factors that could influence the machining accuracy. The main machining parameters are tool feed rates, spindle speed and depth of cut.The tool feed rate is normally expressed in terms of either distance travelled by the tool per unit time (mm/min) or distance travelled per unit rotation (mm/revolution). It is most common to see the distance per revolution as it is directly related to the anticipated theoretical surface finish. For a given tool feed rate, larger the tool nose radius, lower the roughness and the better the optical surface finish. The surface quality depends to great extents on the material characteristics like: grain size, micro structure or crystal boundary, crystal uniformity and annealing procedures adopted. Casual selection of combination of machining parameters may affect the surface quality, so it is required to optimize the machining parameters before final SPDT process. Machining of aspheric surface is more complicated than spherical and flat surfaces because of complicated tool path and uneven material removal. To achieve required profile tool path should be optimized. Surface roughness with respect to variable Feed rate Feed rate is most important parameter and variation of this havea great impact on the surface finish. Theoretical surface finishdepends on feed rate and tool radius.Depth of cut 2 ? m andRPM 1000 kept constant and tool feed rate is varied from 0. 5? m/rev to 5. 0 ? m/rev. the results of the experiments are asfollows. From the above experiments, it is observed that the surface finish is going down as we reduce feed. The surface roughness is 54. 8 nm at feed 0. 5 ? m where the depth of cut is 2 ? m and 1000 RPM was maintained. It is investigated that although look of the surface was good but it is not of optical quality at these parameters. We have varied the depth of cut at feed rate of 0. 5. Surface rou ghness with respect to variable depth of cutFrom the above experiments, it is observed that the surface finish is depending on the depth of cut but its behavior is different. As we increase the doc from 1? m to 2 ? m the roughness decrease from 117 nm to 54 nm and again increase the roughness on of doc. Same is again repeated on 8 ? m doc. The surface roughness is 54. 8 nm at feed 0. 5 ? m/rev where the depth of cut is 2 ? m and 1000 RPM. But it is investigated that surface is not optical at these parameters, the surface quality was dull after 10 ? m doc and there no use of increasing the doc more than 10 ? m.From the above experiments, it is observed that the surface finish is depending on the depth of cut but its behavior is different. As we increase the doc from 1? m to 2 ? m the roughness decrease from 117 nm to 54 nm and again increase the roughness on of doc. Same is again repeated on 8 ? m doc. The surface roughness is 54. 8 nm at feed 0. 5 ? m/rev where the depth of cut is 2 ? m and 1000 RPM. But it is investigated that surface is not optical at these parameters, the surface quality was dull after 10 ? m doc and there no use of increasing the doc more than 10 ? m.Surface roughness with respect to variable RPM From the last experiment we have seen that the depth of cut 2 ? m giving the better surface. During this experiment feed rate 0. 5 ? m/rev and depth of cut remained unchanged and RPM varied from 800 to 4000, to get the further better surface on the work piece. Analysis of turned work piece at different RPM is carried out. Output result is shown in above table. By experiments we have seen that polycarbonate surface turned to the surface finish of below 25 nm, which is achieved at RPM 3000. A good surface finish is achieved at 800 RPM also but it is not economical.At RPM 1500 we have observed the star pattern on surface of PC. So, RPM 3000, Feed 0. 5 ? m/rev and depth of cut 2 ? m are the optimum parameters where optical surface is achieved. An empi rical formula is developed for predicting surface roughness of diamond turned polycarbonate at different turning parameters (feed rate, depth of cut and RPM). Empirical formula is derived as follows. Optimum turning parameter are suggested where the optical surface finish in obtained. Tool feed rate : 0. 5 ? m/revolution Depth of cut : 2 ? m RPM : 3000 Tool Path CompensationAnother study shows the greatest challenge lies in selecting the optimum combination of the process parameters to get the best surface quality. The parameters chosen for optimization are as: Spindle speed (SS), Feed rate (TFR), Depth of cut (DoC). Another parameter to optimize the machining is the tool path. The tool path compensation cycle starts with the definition of desired aspheric surface by the conic equation: It is observed that by modifying the tool path, profile error ofaspheric surface is significantly reduced. The comparison between aspheric figure error, before and after tool path compensation is giv en in Table-4.Conclusions: 1) Tool feed is the dominant parameter for surface roughness followed by the spindle rotational speed. Depth of cut shows minimal effect on surface roughness compared to other parameters. 2) Depth of cut is the leading parameter for peak to valley error, followed by spindle rotational speed. Feed rate does not have considerable effect on Pt. 3) Effect of depth of cut on Pt varies with spindle speed. However, for achieving good optical surface on the polycarbonate work piece, lower depth of cut is preferred. 4) Spindle rotational speed of 2000rpm, tool feed rate of1? m/rev and depth of cut of 2? are selected for precisemachining of polycarbonate. 5) The process of the optimization of tool path helps to optimize the machining process further. References: 1. V. SainiD. SharmaS. KallaT. Chouhan, ‘Optimization of Process Parameters to Achieve Nano LevelSurface Quality on Polycarbonate’, Proceedings of the International Conference on Manufacturing E xcellence, 2012 2. N. KhatriV. MishraR. G. V. Sarepaka, ‘Optimisation of process parameter in ultra-precisiondiamond turning of polycarbonate material’, International Journal of Computer Applications (0975 – 888) Volume 48– No. 13, June 2012

The Fight Against Smoking - 1162 Words

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