1.

Explain the term Job descriptions

Job

specification Job Evaluation

Job descriptions Job descriptions are written statements that describe the: duties, responsibilities, most important contributions and outcomes needed from a position, required qualifications of candidates, and reporting relationship and coworkers of a particular job. Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work. Job descriptions clearly identify and spell out the responsibilities of a specific job. Job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions. The best job descriptions are living, breathing documents that are updated as responsibilities change. The best job descriptions do not limit employees, but rather, cause them to stretch their experience, grow their skills, and develop their ability to contribute within their organization. Purpose of job description

person should be attracted to this role and what people should not consider this position for there next career move. a list of instances where this can be demonstrated are as follows: Seeking to bring in a new skill Make improvements to team performance or how the manager or team are percieved Ensure the reasons a person was not successful in the environment are explained so that the same mistake is not made again (by either party) Tell more about the improvements the role should make for the hiring manager Job descriptions may have other advantages:

improving cooperation by giving all members of the organization insight into existing responsibilities/roles; enabling career moves within the organization; determination of amount of pay per function; increase of results by specification of responsibilities and key performance indicators; development of job owner by specification of competencies.

Job specification Nature of a job specification is a statement of knowledge, skills, and abilities needed to perform the job. It are minimum acceptable qualifications to perform a particular job. It is the same job criteria A job specification is a detailed, exact statement of particulars, especially a statement prescribing materials, dimensions, and quality of work. gives an overview of the job class, its job functions and recommended job requirements. For each individual position a personnel department will produce a job description, abilities checklist , etc., which can give further details about that one specific position. Some of the items listed in a job specification may include:

Job descriptions may serve a number of purposes whether for internal management, performance reviews, recruitment, or something else; consequently the length and structure of a job description may also vary greatly.[2] A common objective of a job description is to have a outline of duties and responsibilities to make the screening process as direct and focused as possible.[3] Job Descriptions should also provide insight into why a

1. Job title 2. Salary 3. Department 4. Position no 5. Deadline 6. Requisition no 7. Category 8. Minimum training and experience 9. Necessary special requirements 10. Preference

Conducting a job evaluation is critical as it aids in determining the worth of each job in an organization. In addition, it helps to ensure internal equity is being maintained. A successful evaluation is conducted by a job evaluation committee, which typically includes several employees whose task is to evaluate the worth of each job using compensation factors. Once completed, the evaluation will result in a wage or salary structure. Considerations There is one basic principle to consider when conducting a job evaluation. Jobs that require more qualifications, responsibilities and multifaceted duties should receive higher pay than jobs with lesser requirements. In order to begin the process, compare jobs that are related one to another. Procedures There are two approaches that you will use as an aid in comparing jobs: the intuitive approach and the compensation factors. Which approach you use is completely up to you; however, you need to be aware of the advantages that one may carry over the other. The intuitive approach will compare jobs by importance and will not go beyond that. The compensation factor takes jobs and compares them based on compensation factors. With this approach, you take jobs and compare them with factors that they have in common. These factors will expose what factors the jobs have in common and result in determination of pay for each job. Warning Some employers make up their own compensation factors to use. However, the majority of employers will use compensation factors popularized by federal legislation. One important factor to understand is that job evaluations are subjective and judgmental.They are based on your own logical

Job Evaluation
Job evaluation is a formal and systematic approach to analyzing jobs and categorizing them in regard to their relative worth in an organization. Job evaluations are usually based on compensation factors (skill set needed to perform the job, working conditions and job duties) rather than on the employee.

Misconceptions Job evaluations are not the same as performance evaluations. Performance evaluations are directly for evaluating the performance of an employee for incentive purposes, whereas job evaluation determines the pay rate for a job.These two terms are easily mistaken to mean the same; however, they have two different names because they have two different purposes. Significance

way of thinking; but, be sure you are conforming to your local and state laws.

2.Define Human resource planning why it is important for an organization

There are many ways to define HR planning, or explain what it is, but the following definitions, taken from the Government of Canada human resources site, is a good, useful working definition: Rigorous HR planning links people management to the organization's mission, vision, goals and objectives, as well as its strategic plan and budgetary resources. A key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost. Note the emphasis on linkage to strategic planning and business planning in the first sentence, and the emphasis on the arrangement and alignment of staff and employees in the last sentence. Here's another definition, perhaps a bit simpler: The process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives -Quoting Mondy et (1996) they define it as a systematic analysis of HR needs in order to ensure that correct number of employees with the necessary skills are available when they are required.

you start and finish it you have a smile because everything moves smoothly. Planning is a process that have to be commenced form somewhere and completed for a purpose. It involves gathering information that would enable managers and supervisors make sound decisions. The information obtained is also utilized to make better actions for achieving the objectives of the Organization. There are many factors that you have to look into when deciding for an HR Planning programme. HR Planning involves gathering of information, making objectives, and making decisions to enable the organization achieve its objectives. Surprisingly, this aspect of HR is one of the most neglected in the HR field. When HR Planning is applied properly in the field of HR Management, it would assist to address the following questions: 1. 2. 3. 4. How many staff does the Organization have? What type of employees as far as skills and abilities does the Company have? How should the Organization best utilize the available resources? How can the Company keep its employees?

Importance of Planning Planning is not as easy as one might think because it requires a concerted effort to come out with a programme that would easy your work. Commencing is complicated, but once

HR planning makes the organization move and succeed in the 21st Century that we are in. Human Resources Practitioners who prepare the HR Planning programme would assist the Organization to manage its staff strategically. The programme assist to direct the actions of HR department. The programme does not assist the Organization only, but it will also facilitate the career planning of the employees and assist them to achieve the objectives as well. This augment motivation and the Organization

would become a good place to work. HR Planning forms an important part of Management information system. HR have an enormous task keeping pace with the all the changes and ensuring that the right people are available to the Organization at the right time. It is changes to the composition of the workforce that force managers to pay attention to HR planning. The changes in composition of workforce not only influence the appointment of staff, but also the methods of selection, training, compensation and motivation. It becomes very critical when Organizations merge, plants are relocated, and activities are scaled down due to financial problems. Inadequacy of HR Planning Poor HR Planning and lack of it in the Organization may result in huge costs and financial looses. It may result in staff posts taking long to be filled. This augment costs and hampers effective work performance because employees are requested to work unnecessary overtime and may not put more effort due to fatigue. If given more work this may stretch them beyond their limit and may cause unnecessary disruptions to the production of the Organization. Employees are put on a disadvantage because their live programmes are disrupted and they are not given the chance to plan for their career development. The most important reason why HR Planning should be managed and implemented is the costs involved. Because costs forms an important part of the Organizations budget, workforce Planning enable the Organization to provide HR provision costs. When there is staff shortage, the organization should not just appoint discriminately, because of the costs implications of the other options, such

as training and transferring of staff, have to be considered.

3.Explain global leader ship

5.

literacy

model

of

What is team management? Explain the self managed work team b) Explain the higherechy of Team

Team management Refers to techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goali.e. a team. The

necessity of building a management team is central in the concept of leader effectiveness. The management team is the entire work group as an integral unit (rather than an aggregate of individuals), governing itself within the area of freedom allowed by its position in the organizational hierarchy.

Team management is a collective term used to describe various strategies and processes that are designed to promote unity and coordination between the members of a group or team. The goal for any team management process is to actively involve all group members in working toward a common

goal, providing a means for each group member to participate in that endeavor. There are a number of different approaches to forming and organizing teams, as well as overseeing or managing their ongoing function. As with many management strategies, there is no one ideal mode of team management that fits every situation and setting. There are a few essential characteristics that play a role in any type of team management. 1.One of those aspects is the ability to accurately identify the strengths and weaknesses that every team member brings to the effort. Doing so makes it possible to arrange essential tasks in a manner that allow people to utilize their skills in areas where they excel, thus moving the entire team closer to the ultimate goal. 2.At the same time, being aware of areas in which different team members show some talent or ability makes it possible to cross-train team members to handle tasks normally managed by others. This aspect of team management makes it possible to always have backup resources to call upon if a team member is incapacitated or unavailable for a period of time. Even if someone is unable to perform assigned duties for a short period of time, tasks are still completed and the team continues to move forward. 3.Effective team management also involves mentoring each member of the team, providing them with support and encouragement. Often, the mentoring process also includes providing opportunities for team members to obtain additional knowledge and experience that ultimately is to the benefit of everyone involved. As part of this process, maintaining an open and honest line of communication with each team member is important if the mentoring process is to function at full efficiency. When team management is effective, the end result is a group of people who are willing and able to unit behind the pursuit of a common goal, drawing on the resources at hand to develop strategies and processes that make it possible to achieve the desired result. Managers today

often benefit from utilizing project management software to keep track of which tasks are scheduled to be completed within a given time frame and to help team members stay focused and on track. In some situations, the team manager serves more as a facilitator, encouraging a group dynamic in which everyone participates in the decision making process, while retaining the responsibility of making the final decision at each step during the project. Developing Effective Self-Managed Work Teams In order to become a self-managed work team, all the members of a team must assume a new set of roles and responsibilities. In a conventional team, these roles and responsibilities were typically assumed by the managers and supervisors. Therefore, when a work group or team tries to transform itself into a self-managed work team, many challenges arise. A conventional team or work group Should master some disciplines in order to become a self-managed work team These disciplines are discussed below: 1. Determine and communicate the limits of team authority: A self-managed work team's charter should clearly determine and communicate the limits of the team's role and authority. The charter of the self-managed work team should be communicated to its team members, other teams, and to the entire organization. Most selfmanaged work teams fail primarily because they either do not have a charter which clearly defines the team's role or because they do not regularly revise this charier to ensure that it is still relevant. 2. Developing cross-functional skills within the team: The members of self-managed work teams are a class apart from the members of conventional teams because they have cross-functional skills. They are familiar with the various activities carried out by the team and have the ability to perform each of these activities. Therefore, in order to develop self-managed work teams, all the members should be provided cross-functional training. 3. Critical evaluation of the various aspects of team functioning: Self-managed work teams should critically

evaluate their performance, successes, goals and role in the organization. These teams continuously examine their processes, environment and results critically and look for ways to improve them. Critical evaluation of these aspects helps teams improve their performance. 4. Making team members self-directed learners: Selfmanaged work teams determine what they need to learn for effective performance in the future. Unlike conventional teams, they do not depend on management to identify' their learning needs. Self-managed teams work closely with training personnel to keep abreast of new methods and approaches to find out what the team needs in order to become long-term, self-directed learners. 5. Managing team performance and human resources: Unlike conventional teams, where management plays an important role in goal-setting and performance evaluation, self-managed work teams carry out these tasks themselves. Self-managed work teams must therefore be trained in various skills like goal-setting, establishing benchmarks, evaluating performance (against some set standards), and designing plans to improve the performance of the team. Self-managed work teams are also responsible for the management of their human resources. Consequently, the team members should have relevant HR skills like recruiting and selecting, monitoring the performance of individuals, and taking corrective action. These skills are critical for the team's long-term success. However, teams need not try to attain all these behaviors and characteristics of self-managed work teams. Depending on an organization's needs and culture, a team can determine how it should become self-managed.)
b) Explain the higherechy of Team

such as physiological requirements and safety must be satisfied before higher-level needs such as self-fulfillment are pursued. In this hierarchical model, when a need is mostly satisfied it no longer motivates and the next higher need takes its place. Maslow's hierarchy of needs is shown in the following diagram:

Maslow's Hierarchy of Needs Physiological Needs Physiological needs are those required to sustain life, such as: air water nourishment sleep According to Maslow's theory, if such needs are not satisfied then one's motivation will arise from the quest to satisfy them. Higher needs such as social needs and esteem are not felt until one has met the needs basic to one's bodily functioning.
Safety

Maslow's Hierarchy of Needs

If motivation is driven by the existence of unsatisfied needs, then it is worthwhile for a manager to understand which needs are the more important for individual employees. In this regard, Abraham Maslow developed a model in which basic, low-level needs

Once physiological needs are met, one's attention turns to safety and security in order to be free from the threat of physical and emotional harm. Such needs might be fulfilled by: Living in a safe area Medical insurance Job security Financial reserves

According to Maslow's hierarchy, if a person feels that he or she is in harm's way, higher needs will not receive much attention.
Social Needs

Once a person has met the lower level physiological and safety needs, higher level needs become important, the first of which are social needs. Social needs are those related to interaction with other people and may include: Need for friends Need for belonging Need to give and receive love.

Meaning Self-actualized persons have frequent occurrences of peak experiences, which are energized moments of profound happiness and harmony. According to Maslow, only a small percentage of the population reaches the level of self-actualization. Implications for Management If Maslow's theory holds, there are some important implications for management. There are opportunities to motivate employees through management style, job design, company events, and compensation packages, some examples of which follow: Physiological needs: Provide lunch breaks, rest breaks, and wages that are sufficient to purchase the essentials of life. Safety Needs: Provide a safe working environment, retirement benefits, and job security. Social Needs: Create a sense of community via teambased projects and social events. Esteem Needs: Recognize achievements to make employees feel appreciated and valued. Offer job titles that convey the importance of the position. Self-Actualization: Provide employees a challenge and the opportunity to reach their full career potential. However, not all people are driven by the same needs - at any time different people may be motivated by entirely different factors. It is important to understand the needs being pursued by each employee. To motivate an employee, the manager must be able to recognize the needs level at which the employee is operating, and use those needs as levers of motivation. Limitations of Maslow's Hierarchy While Maslow's hierarchy makes sense from an intuitive standpoint, there is little

Esteem

Once a person feels a sense of "belonging", the need to feel important arises. Esteem needs may be classified as internal or external. Internal esteem needs are those related to self-esteem such as self respect and achievement. External esteem needs are those such as social status and recognition. Some esteem needs are: Self-respect Achievement Attention Recognition Reputation Maslow later refined his model to include a level between esteem needs and selfactualization: the need for knowledge and aesthetics.
Self-Actualization

Self-actualization is the summit of Maslow's hierarchy of needs. It is the quest of reaching one's full potential as a person. Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow. Self-actualized people tend to have needs such as: Truth Justice Wisdom

evidence to support its hierarchical aspect. In fact, there is evidence that contradicts the order of needs specified by the model. For example, some cultures appear to place social needs before any others. Maslow's hierarchy also has difficulty explaining cases such as the "starving artist" in which a person neglects lower needs in pursuit of higher ones. Finally, there is little evidence to suggest that people are motivated to satisfy only one need level at a time, except in situations where there is a conflict between needs. Even though Maslow's hierarchy lacks scientific support, it is quite well-known and is the first theory of motivation to which many people they are exposed. To address some of the issues of Maslow's theory, Clayton Alderfer developed the ERG theory, a needs-based model that is more consistent with empirical findings.

4. A) what is the different between successful and unsuccessful people? B) What are the determinate of employee compassion? SL Successful people 1 Positive 2 3 4 5 6 7 8 9 10 11 Maintain Ethics 12 Positive attitude Negative attitude Un ethical Proactive Liberal Rigid Laborious Lazy Educated Uneducated Shares others Dont share to any body Innovative Dull Situational Not situational Very free to other Ambiguous Pay importance to time Dont pay importance to time Unsuccessful people Negative Not proactive ,not active at all

B) What are the determinate of employee compassion? COMPENSATION

In exchange for job performance and commitment, an employer offers rewards to employees. Adequate rewards and compensations potentially attract a quality work force, maintain the satisfaction of existing employees, keep quality employees from leaving, and motivate them in the workplace. A proper design of reward and compensation systems requires careful review of the labor market, thorough analysis of jobs, and a systematic study of pay structures. There are a number of ways of classifying rewards. A commonly discussed dichotomy is intrinsic versus extrinsic rewards. Intrinsic re wards are satisfactions one gets from the job itself, such as a feeling of achievement, responsibility, or autonomy. Extrinsic rewards include monetary compensation, promotion, and tangible benefits. Compensation frequently refers to extrinsic, monetary rewards that employees receive in ex change for their work. Usually, compensation is composed of the base wage or salary, any incentives or bonuses, and other benefits. Base wage or salary is the hourly, weekly, or monthly pay that employees receive. Incentives or bonuses are re wards offered in addition to the base wage when employees achieve a high level of performance. Benefits are rewards offered for being a member of the company and can include paid vacation, health and life insurance, and retirement pension. A company's compensation system must include policies, procedures, and rules that provide clear and unambiguous determination and ad ministration of employee compensation. Other wise, there can be confusion, diminished employee satisfaction, and potentially costly litigation.

in comparison to the external market (external equity). If a company pays its employees below the market rate, it may lose competent employees. In determining adequate pay for employees, a manager must consider the three major factors: the labor market, the nature and scope of the job, and characteristics of the individual employee. Potential employees are recruited from a certain geographic areathe labor market. The actual boundary of a labor market varies depending on the type of job, company, and industry. For example, an opening for a systems analyst at IBM may attract candidates from across the country, whereas a secretarial position at an elementary school may attract candidates only from the immediate local area of the school. Pay for a job even within the same labor market may vary widely because of many factors, such as the industry, type of job, cost of living, and location of the job. Compensation managers must be aware of these differences. To help compensation managers understand the market rate of labor, a compensation survey is conducted. A compensation survey obtains data regarding what other firms pay for specific jobs or job classes in a given geographic market. Large companies periodically conduct compensation surveys and review their compensation system to assure external equity. There are professional organizations that conduct compensation surveys and provide their analysis to smaller companies for a fee. Several factors are generally considered in evaluating the market rate of a job. They include the cost of living of the area, union contracts, and broader economic conditions. Urban or metropolitan areas generally have a higher cost of living than rural areas. Usually, in calculating the real pay, a cost-of-living allowance (COLA) is added to the base wage or salary. Cost-of-living indexes are published periodically in major business journals. During an economically depressed period, the labor supply usually exceeds the demand in the labor market, resulting in lower labor rates. The characteristics of an individual employee are also important in determining compensation. An individual's job qualifications, abilities and skills, prior experiences,

DETERMINANTS OF COMPENSATION
Fair and adequate compensation is critical to motivating employees attracting high-potential employees, and retaining competent employees. Compensation has to be fair and equitable among all workers in the same company (internal equity). Internal equity can be achieved when pay is proportionate to the individual employee's qualifications and contributions to a company. On the other hand, compensation also has to be fair and equitable

and even willingness to work in hardship conditions are determining factors. Within the reasonable range of a market rate, companies offer additional compensation to attract and retain competent employees. In principle, compensation must be designed around the job, not the person. Person-based pay frequently results in discriminatory practices, which violates Title VII of the Civil Rights Act, and job-based compensation is the employer's most powerful defense in court. For job-based compensation, management must conduct a systematic job analysis, identifying and describing what is happening on the job. Each job must be carefully examined to list the necessary tasks and actions, identify skills and abilities required, and establish desirable behaviors for successful completion of the job. With complete and comprehensive data about all the jobs, job analysts must conduct systematic comparisons of them and determine their relative worth. Numerous techniques have been developed for the analysis of relative worth, including the simple point method, job classification method, job ranking method, and the factor comparison method. Information resulting from the comprehensive job analysis will be used for establishing pay or wage grades. Assume that twenty-five jobs range from 10 to 50 points in their job scores based on the job point method. All twenty-five of these jobs are reviewed carefully for their relative worth and plotted on Figure 1. The x-axis represents job points and the ordinate (y-axis) represents relative worth or wage rates. Once a manager can identify fair and realistic wages of two or more jobs, desirably top and bottom ones, then all the rest can be prorated along the wage curve in the diagram. In order to simplify the administration of a wage structure, similar jobs in the approximate cluster are grouped together into a class or grade for pay purpose. Figure 2 shows how twenty-five jobs are grouped into five pay grades. Employees move up in their pay within each grade, typically by seniority. Once a person hits the top pay in the grade, he or she can only increase the pay by moving to a higher grade. Under certain unusual

circumstances, it is possible for an outstanding performer in a lower grade to be paid more than a person at the bottom of the next-highest level.

] 5) a)Explain the process of Recruitments b)What do u mean by motivation ?Why it is important for an organization Recruitment The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the recruitment strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows:
Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain:

The 8 Steps to Walsall Council's recruitment process:

1. A vacancy arises. Sometimes this is due to the creation of a new job, on other occasions it may be because an existing member of staff has been promoted or is retiring. 2. The job description is updated and an employee specification is written. The job description lists the duties of the job whilst the employee specification gives details of the experience, skills and abilities needed to carry out the job. 3. A vacancy advertisement is written and is circulated via Walsall Council's weekly bulletin, Job Shop Weekly. Other media can be used including newspapers, internet recruitment sites, specialist publications and the Employment Service. 4. Application forms are sent out along with copies of the job description and employee specification

5.

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and must be returned on or before the closing date that has been set. View our applying for jobs page for further information. A shortlist is compiled of applicants who are going to be invited to attend for interview. This is done by the recruitment panel who compare each application form with the requirements of the employee specification. Feedback can be provided (upon request) to those not shortlisted and applicants have the right to complain if they feel they have been unfairly treated. Interviews are held. The panel will use the same set of questions with each interviewee. The interview may include a selection test. Feedback can be provided (upon request) and unsuccessful applicants have the right to complain if they feel they have been unfairly treated. View our interviews page for further information. References will be requested. The successful applicant for jobs working in certain areas, including working with children or vulnerable adults, will be asked to apply for a criminal disclosure check through the Criminal Records Bureau (CRB). Appoint the successful candidate and arrange induction training.

goal. Persistence of behavior is concerned with how the behavior is sustained. Various studies have been conducted to understand the different motives that drive a person to success. Motives are categorized into three: homeostatic motives, nonhomeostatic motives, and learned or social motives. Almost all the motives belong to one or more of these three groups. Why it is important for an organization? Motivation is a very important for an organization because of the following benefits it provides:Puts human resources into action Every concern requires physical, financial and human resources to accomplish the goals. It is through motivation that the human resources can be utilized by making full use of it. This can be done by building willingness in employees to work. This will help the enterprise in securing best possible utilization of resources. Improves level of efficiency of employees The level of a subordinate or a employee does not only depend upon his qualifications and abilities. For getting best of his work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates. This will result intoa. Increase in productivity, b. Reducing cost of operations, and c. Improving overall efficiency. Leads to achievement of organizational goals The goals of an enterprise can be achieved only when the following factors take place :d. There is best possible utilization of resources, e. There is a co-operative work environment,

b) What do u mean by motivation? Why it is important for an organization Initiates and directs behavior. In other words, motivation is a kind of internal energy which drives a person to do something in order to achieve something. It is a temporal or dynamic state within a person which is not concerned with his/her personality. There are different types of motivation such as achievement motivation, affiliation motivation, competence motivation, power motivation, and attitude motivation. Motivation is based on three specific aspects such as the arousal of behavior, the direction of behavior, and persistence of behavior. Arousal of behavior involves what activates human behavior and direction of behavior is concerned with what directs behavior towards a specific

f. The employees are goal-directed and they act in a purposive manner, g. Goals can be achieved if co-ordination and co-operation takes place simultaneously which can be effectively done through motivation. Builds friendly relationship Motivation is an important factor which brings employees satisfaction. This can be done by keeping into mind and framing an incentive plan for the benefit of the employees. This could initiate the following things: h. Monetary and non-monetary incentives, i. Promotion opportunities for employees, j. Disincentives for inefficient employees. In order to build a cordial, friendly atmosphere in a concern, the above steps should be taken by a manager. This would help in: k. Effective co-operation which brings stability, l. Industrial dispute and unrest in employees will reduce, m. The employees will be adaptable to the changes and there will be no resistance to the change, n. This will help in providing a smooth and sound concern in which individual interests will coincide with the organizational interests, o. This will result in profit maximization through increased productivity. Leads to stability of work force Stability of workforce is very important from the point of view of reputation and goodwill of a concern. The employees can remain loyal to the enterprise only when they have a feeling of participation in the management. The skills and efficiency of employees will always be of advantage to employees as well as employees. This will lead to a good public image in the market which will attract competent and qualified

people into a concern. As it is said, Old is gold which suffices with the role of motivation here, the older the people, more the experience and their adjustment into a concern which can be of benefit to the enterprise. From the above discussion, we can say that motivation is an internal feeling which can be understood only by manager since he is in close contact with the employees. Needs, wants and desires are inter-related and they are the driving force to act. These needs can be understood by the manager and he can frame motivation plans accordingly. We can say that motivation therefore is a continuous process since motivation process is based on needs which are unlimited. The process has to be continued throughout. We can summarize by saying that motivation is important both to an individual and a business. Motivation is important to an individual as: 1. Motivation will help him achieve his personal goals. 2. If an individual is motivated, he will have job satisfaction. 3. Motivation will help in self-development of individual. 4. An individual would always gain by working with a dynamic team. Similarly, motivation is important to a business as: 1. The more motivated the employees are, the more empowered the team is. 2. The more is the team work and individual employee contribution, more profitable and successful is the business. 3. During period of amendments, there will be more adaptability and creativity.
4. Motivation will lead to an optimistic and challenging attitude at work place.

7)a)Discuss the leadership development pipe line

b)Write down the responsibility of HR in Bangladesh garments sector leadership development pipe line
The model above shows the nine stages involved in the Leadership Development Pipeline. As with any process, one misstep can cause problems throughout. By ensuring you follow these with any process, one misstep can cause problems throughout. By ensuring you follow these

Analysis is a theory of personality and systematic psychotherapy for personal growth and personal change. ( ITA News February 2008, pa 28, section 2-The Code of Ethics). As a theory of personality, TA gives us a picture of how people are structured psychologically. To do so it uses a three-part model known as the Ego-State Model. The same model helps us to understand how people functionhow they express their personality in terms of behavior. (Steward and Joines (1987) Page 3) To understand TA, I think it is important to understand something about the history. Eric Berne (1910-70), the originator of Transactional Analysis, was a Canadian born psychiatrist who began his psychoanalytic training in 1941 at the New York Psychoanalytic Institute. Bernes psychoanalytic training influenced his ideas and he used the term Ego in a different context then Freud used the terms of ID, Ego and Super-ego. Berne builds on the model of Ego-Psychology, which was originated by Paul Federn (1952) by combining the phenomenological approach and the observation of behaviour. Berne created a two-way psychology, containing an objective, external view (observable behaviour) as well as considering the internal, unique experience of the individual (phenomenological approach). He wanted to create a model to give structure to the large amount of data the psychotherapist TA concepts are often shared with clients, so there is a talking with rather than talking at clients. In this way the content and process of psychotherapy and counselling are demystified and developed into a shared endeavor. TA places emphasis on taking personal responsibility for one's experience and in so doing puts the client in a central, proactive and therefore potentially powerful role within the counselling relationship. In this respect, TA is also referred to as a decisional model. It assumes that if we are personally responsible for our own experience, we must be responsible for the choices and decisions that we make about how we behave, how we feel, how we think and what we believe. Another powerful tool in TA is that the therapist

stages, you will increase your success with this critical organizational competence. Step 1: Purpose Why leadership development?
Step 2: Assessment What are your greatest needs? Step 3: Gap Analysis What are your strengths? Weaknesses? Step 4: Candidate Selection Who will participate in the training? Step 5: Program Design What program is right for your organization? Step 6: Leadership Training How can you ensure an excellent learning experience? Step 7: Application How can you guarantee skill transfer to the job? Step 8: Follow up What do you need to do to keep it ongoing? Step 9: Results Did it work?

More over: 1.Education 2.Passion 3. Practice 4.Follow up 5. Self inner action 6. Global Quality Literacy V11 Transform the assense of Idea in to reality What do u mean my transitional analysis ? The following definition is suggested by the International Transactional Analysis Association, ITA: Transactional

facilitates the forming of a contract for specific changes desired by the client which involves the "Adult" in both the client and the clinician to determine which behaviors, emotions and thoughts prevent the development of full human potential. Transactional Analysts use such tools with clients in a safe, protective, mutually respectful-OK/OK (Ernst 1971) environment. The objective is to eliminate dysfunctional behaviors and establishing and reinforce positive relationship styles and healthy functioning. Transactional Analysts are trained to use the many psychotherapeutic tools, ranging from psychodynamic to cognitive behavioral methods in effective and potent ways. TA is currently applied in four different areas, which are: Psychotherapy & Counselling, with individuals or in groups and Organizational & Educational Explain the performance evolution technique