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

Mas scurvys Hierarchy of Needs Maslows system is grounded on satisfying involve in smart set of 1) physiologic necessarily (lunch breaks, wages, etc), 2) safety take (medical insurance, line of blend in security, etc), 3) complaisant require ( special K sense of community, social events, etc), 4) esteem call for ( agnise achievement, show appreciation, etc), and 5) self actualization (provide challenges, hazard to reach potential, etc). According to Maslow, a item-by-item starts with meeting physiological motivations and essential institute up to self-actualization. An in-chief(postnominal) limitation to none is that there is evidence that contradicts the order of inevitably specified by the model. Furthermore, few cultures appear to place social needs before any others (Netmba 3). The most important implication for counselling in Maslows theory is the managers faculty to recognize the needs level at which the employee is in operation(p) in order to motivat e. For example, if a group or individual is operating on the basic needs of physiological and safety, a proficient levering tool for indigence would be to offer an office society once a goal is met. Theories 3 Herzbergs Two Factor speculation Herzbergs Two Factor speculation is a content theory uniform to Maslows Hierarchy speculation.Herzberg suggested a dance entree to understanding employee motivation and rejoicing including hygiene factors and motivator factors. Hygiene factors date that an employee does not become dissatisfied. These admit, but atomic number 18 not limited to, wages and salaries, polity and administration, quality of supervision and inter-personal relations, shapeing conditions, and job security. Meeting hygiene factors does not go by to senior high levels of motivation ( observe Based counseling 1). Motivation factors forego to psychological egress and job satisfaction.These include, but atomic number 18 not limited to, status, advancemen t opportunity, gaining recognition, responsibility, stimulating work, and the sense of personal growth and achievement in a job. Motivation factors must be present to motivate an employee into higher performance. watchfulness should focus on rearranging work so that motivator factors can take exertion (Cuthers, 2). He said this could be do through job enlargement, job rotation, and/or job enrichment. For example, in a low hygiene-high motivation situation, workers ar challenged but salaries and work conditions be not up to standards.By adding some hygiene factors, such as a slight increase in wages and a cleaner, safer working environment, attention would be motivated and put one across fewer complaints. Theories 5 McClellans Need speculation David McClellan proposed that an individuals needs atomic number 18 specific and acquired over time and intent experience. Most of these needs can be classified as achievement, affiliation, or precedent. A persons motivation and ef fectualness in certain job functions atomic number 18 influenced by these ternary needs (Peace 2). pot who measure a high need for achievement are less plausibly to take risks beca function they sample to pass by.They prefer work with a fair probability of mastery and need regular feedback to monitor their progress. standstill seekers value pleasant relationships with others and have a high need for acceptance. They prefer jobs with a lot of personal interaction and function to conform to their work group. Employees who have a high need for fountain pop off into cardinal categories personal power seekers and institutional power seekers. Those who want personal power tend to direct others. Those who prefer institutional power want to organize the driving forces of others to pass on the goal of the organization (Peace 3).McClellands theory allows for the shaping of a persons needs and management should learn to recognize different profiles. For example, a person with a high need for personal power will probably fail in a position that is associated with a high need for affiliation. Theories 6 McGregors theory X and surmise Y Douglas McGregor proposed two theories nominateed on the premise that the managements role is to assemble the factors of production, including deal, for the economic proceeds of the firm (Netmba 1). Both hypothesis X and possible action Y attempt to apologise employee motivation. Theory X assumes that people work scarce for gold and security.They dislike work, have no ambition, resist change, and do not care about organizational goals because they are self-centered. perplexity approaches under Theory X range from a hard approach (essentially an environment of command and control) to a yielding approach (hoping that employees will cooperate). Both approaches, McGregor afterward reveals, are inappropriate because Theory X is incorrect because it relies on lower needs as levers of motivation. Theory Y is ground on esteem and self-actualization. These higher-level needs are never fully met and are big tools for motivation.Under Theory Y, people are self-directed and committed to objectives, and they will seek responsibility through creativity and ingenuity. here(predicate) lies the opportunity to align personal and organizational goals by using the employees testify quest for fulfillment as the motivator (Netmba 2). McGregor ac fill inledges that not all employees are get on with enough to function at the Theory Y level and might need more elements of Theory X management until further developed. Theories 7 Expectancy Theory The Expectancy Theory by howl is a intuition-based theory about the associations people make toward expected outcomes.In sum total to the internal needs of employees and their causal agencys to fulfill them, roar classifies effort into three categories of effort (arising from motivation), performance, and outcomes that must all be linked. Within these categories ar e three variables Valence, Expectancy, and instrumentation. According to Arrod, expectancy is the touch that increased effort will lead to increased performance. In order to excel here, the employee must have the right resources, skills, and support. Instrumentality is the belief that if you perform well, a precious outcome will be received.This requires blow over understanding between performance and outcome, go for in those who decide the outcome, and transparency of the butt on that decides who gets what outcome. Valence is the importance an individual places on the expected outcome. Vroom stresses that all three variables are essential for positive motivation. The paper is that the individual then changes their level of effort according to the value they place on the outcomes they receive from the process and on their perception of the strength of the links between effort and outcome (Arrod 2).Basically, an individual needs to know 1) if I work harder, this will be better, 2) if I do a good job, there is something in it for me, and 3) Is it worth it. For example, go benefits of additive time off to an individual may not be worthwhile if he was expecting an outcome of a allowance for his performance. Theories 8 Skinners funding Theory Reinforcement theory is grounded on the shaping of sort through haughty consequences. Any behavior that brings about a consequence is termed an operant behavior.An operant behavior is learned through associated consequences that can include positive and minus reinforcer and punishment. In order to be effective, reinforcement needs to be continuous or intermittent. positivist reinforcement results in the repeating of a desired behavior. For instance, Sally works in collections for an auto-finance company. She is expected to make a stripped-down of 300 phone calls daily. The company provides fillip (a 5% commission) on every additional 25 phone calls per day where money is collected.This motivates her to make mo re productive use of her time by rewarding her on a continuous basis (every payroll check may include commission). Negative reinforcement results when an undesirable consequence is withheld, with the effect of fortify the probability of the behavior being repeated. For example, bath is working hard to increase gross revenue in his territory of Highland Park, which is followed by a decision not to channel him to an undesirable sales route of oak Cliff. He is likely to continue exerting the efforts requisite to stay in the area in which he is most productive.Punishment, often staccato with negative reinforcement, attempts to decrease the probability that a particular behavior will be learned and repeated (Barnett 2). It is a common reinforcement tool, but experts agree that it should only be used if positive and negative reinforcement are not effective. Theories 9 References Arrod. Co. UK. (2006). Expectancy Theory of Motivation. Retrieved 9/15/08 from http//www. arrod. co. uk/ archive/concept_vroom. php Barnett, Tim. (2004). Reinforcement Theory. Retrieved 9/15/08 from http//www. referenceforbusiness. com/management Cuthers, Joshua. (2006). Motivation in Theory Herzberg Two FactorTheory. Retrieved 9/15/08 from https//tutor2u. net/business/people/motivation_theory_herzberg. asp NetMBA. (2007). Theory X and Theory Y. Retrieved from http//www. netmba. com/mgmt/ob/motivation/mcgregor Peace, A. (2008). McClellans Theory of Needs. Retrieved from http//motivationcentre. blogspot. com Value Based Management. (2008). Motivation Factors. Retrieved 9/15/08 from http//www. valuebasedmanagement. net/methods back. Plagiarism Warning The attempt examples on Anti Essays are for enquiry purposes ONLY. Do NOT submit an study example as your own. If you use any information from a sample essay, revel cite it.MLA and APA citations can be found at the bottom of this free essay. mentions MLA credit rating Theories Of Management. Anti Essays. 30 Nov. 2011 APA Citation The ories Of Management. Anti Essays. 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