Agriculture Reference
In-Depth Information
The process is also quite time-consuming, however. Often, proposed objectives are sub-
mitted, negotiated, and resubmitted repeatedly before agreement is reached. Although the
MBO system is intended to enhance communication, its success is built on assumptions of
preexisting communication and mutual trust. If subordinates intentionally establish goals
that are unrealistically low, so that they can exceed their goals easily and look good,
the entire system breaks down. Additionally, there must be commitment to the system
from the top down. Whenever top management resorts to dictating all the objectives, others
assess how feasible those objectives are to achieve and react based on that assessment.
Yet the appeal of an effective MBO system is strong and if done properly, it can be highly
successful.
Motivation
Motivation is a stimulus that produces action, and directed action is a primary function of
management. This is why managers are so concerned with the concept of motivation. There
have been many arguments about whether it is possible for a manager to actually motivate
employees. Some say that a good manager is skillful in stimulating others to accomplish
targeted objectives. But others argue that all motivation is really self-motivation, which
comes from within each individual. Those holding this view say that managers affect the
environment and provide the stimulus, but it is ultimately up to the employee to decide to
act. No matter which point of view seems more logical, management is responsible for
results and must somehow stimulate, encourage, or coerce the employee behavior necessary
to accomplish organizational goals and objectives, or else it must create an environment that
will produce the same effect.
Motivation has many dimensions. It can be negative, as when an employee's attitude
results in activity that undermines company goals, or it can be so positive that the employee
becomes emotionally and personally involved in completing assignments at the highest level
of their capabilities. Employees can be stimulated by positive rewards or by fear of undesir-
able treatment or lost privileges.
Like leadership, motivation has been studied extensively. As a result, there are a number
of theories that have been suggested to explain how motivation works within individuals and
organizations. Most researchers agree that in some way motivation comes down to a matter
of rewards and punishments. By controlling rewards and punishments, management can
signifi cantly affect employee performance.
The basic problem comes in trying to determine what rewards and punishments work in
which circumstances. The situation is further complicated by the wide variation in people. A
simple “thank you” may be motivating to one person, while a new title may be of paramount
importance to another. Some employees place high priority on monetary rewards, others on
getting challenging assignments, while still others value perks like company cars and expense
accounts. This very, very wide range in what employees value demonstrates the scope of the
problem in developing a successful motivation system within the agribusiness.
Psychologists suggest that there are two types of motivation: intrinsic and extrinsic.
Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task
itself, and exists within the individual rather than relying on external pressure. Examples
here would be learning to broaden one's scope of knowledge, or being motivated to reach a
goal such as climbing Mt. Rainier in the state of Washington. This contrasts with extrinsic
motivation, which is motivation that comes from outside of the individual. In a job, extrinsic
motivation is a reward like money; in school a grade would be an extrinsic motivator.
 
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