Behavioralism & Political Science

The field of Political Science is a field that is rich in issues and knowledge. It contains many issues that may be subject of inquiry. In this field, many queries have been made and many researches have been performed. The years have shown an evolution of research processes involving many different methods and approaches, targeting different goals, and focusing on different aspects of an issue.One of the most popular of these approaches is the behavioralist approach. The behavioralist approach has been used in many inquiries in Political Science and has been subject of analyses of many scholarly works pertaining to the field.In this essay, I will examine two of such works. The first of them is David Sanders â€Å"Behaviouralism†; and the second is Robert A Dahl’s â€Å"The Behavioral Approach in Political Science: Epitaph for a Monument to a Successful Protest†. David Sanders’ â€Å"Behaviouralism† is a quick look at some of the important concepts involved in behavioralist studies. This involves an examination of the core question â€Å"what do actors involved actually do and how can we best explain how they do it? † It emphasizes the quest of behavioralists for reliability and truth.This can be shown through the use of quantitative, in addition to qualitative, measures or statistical techniques, the attempt to explain all empirical evidence or at least a representative sample, and the requirement of falsifiability. It emphasizes on the criteria of being internally consistent, consistent with other theories explaining related phenomena and capable of generating empirical predictions. The article also delved on the criticisms thrown against behavioralism. Among these is the tendency to emphasize what can be easily measured and what can be easily observed.This results to a failure to comprehend the â€Å"big picture† because of the focus on smaller aspects of an issue that is capable of measurement. However, as th e Sanders wrote, this is not to say that â€Å"all examples of behavioral research are flawed†. Behavioral research has vast contributions to the understanding and explanation of social behavior.This strength, according to Sanders, is derived mainly from the â€Å"determination to pursue forms of analysis that are capable of replication†. On the other hand, Robert A. Dahl’s â€Å"The Behavioral Approach in Political Science: Epitaph for a Monument to a Successful Protest† is a historical and evolutionary account of the theory of behavioralism. It touches on the main concepts and ideas behind the theory, such as the main question involved in behavioral research, the scientific nature of its purpose, the goal of discovering uniformities and indicating the consequences of such patterns, and use of quantitative tools whenever possible (767). However, the article’s main focus is on how the approach has originated and evolved through time.According to Da hl, the behavioral approach was originally a â€Å"protest movement within political science†. It resulted from â€Å"a strong sense of dissatisfaction with the achievements of conventional political science†¦ and a belief that additional methods and approaches either existed or could be developed† (766). The article then goes on to discuss the reactions to the behavioral approach and its contributions in the field of research, especially in voting studies (769-770). It finished its discussion with a prediction of the future of behavioralism as a research approach in the field of political science.Dahl believes that, from being a movement of protest, the behavioralist approach will â€Å"slowly decay as a distinctive mood and outlook† and â€Å"will become, and in fact already is becoming, incorporated into the main body of the discipline,† thus marking its success as a research approach (p. 770). The introduction of behavioralism provided a good bri dge between the purely qualitative approach to social science research and the systematic, reliable and verifiable methodologies of quantitative research.It is undeniable fact that social science research is a complex arena where various actors, factors and circumstances interact to produce results that is often not uniform and regular, unlike in the field of hard science. Most factors are difficult to isolate and measure. Trends are difficult to establish and changes easy and research results have a higher margin of error. This is due to the fact that the subjects of social science research are mostly individuals or entities composed by individuals.This is why, for a very long time, most research methodologies in social science are too flexible and indefinite. The inherent difficulty of measuring social science phenomena prevented the field from developing a research methodology as rigid as that in the hard science. This difficulty is the reason why, despite the attempts to achieve the reliability of the scientific method, behavioralism remains to be mostly qualitative, thus using quantitative methods only when possible.While many people recognize the contribution of behavioralism in the field of political science, many people also throw criticism to its validity as a method. The main contribution of behavioralism that sets it apart from other approaches is also the source of these criticisms—measurability and verifiability. While these criticisms may actually true, they do not render behavioralism useless. The task of a researcher is not only to employ a research method and accept the results as it is. A good researcher knows that his data may be polluted or compounded.Due to the complexity of political science phenomena, a researcher should not only be able to identify and isolate the factors that should be measured, it should also know the other factors that may affect or even pollute the results of his research. He should know that his methods are not perfect and there is probability for mistakes. This is especially necessary in the field of political science where the possibility of compounding is high the opportunity to make a research that encompass all factors is low. Both Dahl’s and Sander’s articles are incomplete discussions of the Behavioralist approach.This is partly due to the fact they are only parts of a whole collection of articles in a book. Therefore, their goal is not actually to give a comprehensive discussion of behavioralism, but rather to give and discuss only a few of its aspects and main features. Their foci are only on certain aspects of the approach. Therefore, while the discussion may not be said to be exhaustive and comprehensive as regards behavioralism as the articles’ subject matter, they are exhaustive and comprehensive within their respective limits.First, Robert A. Dahl was able to provide a comprehensive presentation of the origin and development as an approach. He was abl e to identify the reason the approach was introduced and the factors that facilitated its growth. He was also able to note the changes that the approach has undertaken and some of its most notable contributions in research. It even provided a prediction of the future of behavioralism. On the other hand, David A. Sanders provided a very brief but complete discussion of the essence of behavioralism, including its strengths and weaknesses as a research approach.While the discussion is not too in-depth to the point of being technical, the discussion is sufficient for a person, even with a non-political science background to understand what behavioralism is and what sets it apart from other theories. The articles by both authors are well-supported. Dahl’s article was supported by specific facts in history that are cited to facilitate the discussion about the development of behavioralism. These facts and details show the quality of research that went into the work.Sanders’ a rticle, on the other hand, is supported by illustrations. Since the discussion is as regards relevant concepts, the approach is more of illustrating the dynamics of behavioral approach through the use of examples. As for the style of writing, Robert Dahl's article reaches more to the audience because of its style of writing. The use of the word â€Å"I† and the insertion of several personal insights while discussing hard facts contributed to the dynamic and smooth reading process that the reader may experience while reading the article.The paradox one may experience while reading is that, while the article tackles about development, something which may be done with just a recital of facts, Dahl was able to made the discussion something that is not a mere recital of facts, but an expression of his own insights. Therefore, the author avoided putting distance between him and his article and made the article his own. The audience of the article is those that belong to the field. This may be gleaned from the fact that the focus is on development and not on concepts.There is an assumption that the readers already have basic understanding of the theory of behavioralism, and can thus relate to what the author is saying. Such initial understanding of behavioralism is necessary for the reader to be able to relate to what the author is discussing and form a personal evaluation as regards the validity of the author's observation. Sanders' style of writing takes the opposite form of than of Dahl's. His is a more formal discussion of the concepts. His article is more appropriate for readers who are just being introduced to behavioralism.The discussion may be as formal as a discussion in political science may allow, but the language used is simple and easy to comprehend. It discussed behavioralism from its core concepts to the ideas which revolved around it such as scientific approach and quantitative research. Unlike Dahl, Sanders places a distance between him and hi s article by using a formal format in the discussion. Dahl and Sanders articles offer a comprehensive discussion of behavioralism. However, read apart, they are limited only as to their specific purposes—Dahl’s as to the development of behavioralism and Sanders’ as to the core concepts and ideas involved.All in all, both articles are satisfactory pieces about behavioralism. They are clear, concise and informative, without being too rigid and technical. They are straight to the point, elaborating only when needed. They are both useful, especially for new students of Political Science. References: Dahl, R. A. `The Behavioural Approach in Political Science: Epitaph for a Monument to a Successful Protest`, American Political Science Review, vol. 55, no. 4 (1961), pp 763-772.Sanders, David `Behaviouralism` in Marsh, David and Gerry Stoker, Theory and Methods in Political Science (Basingstoke: Palgrave, 2002) ch. 2..

Ece Lab Manual Ece 315

LABORATORY MANUAL ECE 315 MICROPROCESSOR BASED SYSTEM DESIGN LABORATORY 1 TABLE OF CONTENTS S. No. Title of the Experiment Perform the following using 8085 Simulator and 8085 Microprocessor kit in assembly language: (i). Write a program to add two 8-bit numbers. (Or) Write a program to add two 16- bit numbers. (ii) Write a program to subtract two 8-bit numbers. (Or) Write a program to subtract two 16-bit numbers.Perform the following using 8085 Simulator and 8085 Microprocessor kit in assembly language: (i) Write a program to multiply two 8 bit numbers by repetitive addition method (Or) Write a program to multiply two 8 bit numbers by rotation method. (ii)Write a program to divide 16-bit number by 8-bit number. Perform the following using 8085 Simulator and 8085 Microprocessor kit in assembly language: (i) Finding 1’s and 2’s complement of an 8-bit number. (ii) Finding 1’s and 2’s complement of an 16-bit number.Perform the following using 8085 Simulator an d 8085 Microprocessor kit in assembly language: (i) Write a program to count number of 1’s in a program. (ii) Split hex data into two nibbles and swap the higher nibble and lower nibble of that number. Write a program to convert a 2-digit BCD number into its binary equivalent number. Perform the following using 8085 Simulator and 8085 Microprocessor kit in assembly language: (i) Write a program for displaying BCD down counter. Counter should count numbers from 99 to 00 and it should increment after every 1 sec. (ii) Write a program for displaying binary up counter.Counter should count numbers from 00 to FFH and it should increment after every 0. 5 sec. Interfacing of Seven segment display with 8085 microprocessor. Interfacing of D/A converter with 8085 microprocessor to generate RAMP wave. Interfacing and control of stepper motor using 8085 microprocessor. Design 8085 Microprocessor based Traffic light control. Page No. 1 3 2 7 3 11 4 15 5 17 6 19 7 8 9 10 21 23 25 26 2 Exper iment 1 1. Aim: Perform the following using 8085 Simulator and 8085 Microprocessor kit in assembly language: i. Write a program to add two 8-bit numbers. (Or) Write a program to add two 16bit numbers. ii.Write a program to subtract two 8-bit numbers. (Or) Write a program to subtract two 16-bit numbers. Equipment required: 8085 microprocessor kit 2. Learning Objective: a. To acquaint with 8085 microprocessor performance. b. To determine the addition and subtraction of two numbers. 3. Program Program ( i. a ): Program (i. b): 3 Program ( ii. a): 4 Program ( ii. b ): 5 4. Required Results: Input: 1st number: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2nd number: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Output: Addition of two numbers: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Subtraction of two numbers: †¦Ã¢â‚¬ ¦.. 5. Cautions: a. Before enter the program press RST key on 8085 kit. b. Proper care must be taken while handling the microprocessor kit. . Learning outcomes: Mathematical operations using 8085 kit. 6 Experiment 2 1. Aim: Perform the following using 8085 Simulator and 8085 Microprocessor kit in assembly language: i. Write a program to multiply two 8 bit numbers by repetitive addition method (or) write a program to multiply two 8 bit numbers by rotation method. ii. Write a program to divide 16-bit number by 8-bit number. Equipment required: 8085 Microprocessor kit. 2. Learning Objective: a. To acquaint with 8085 microprocessor performance. b. To determine the division and multiplication of two numbers. 3. Program Program (i. a): 7 Program ( i. b): 8 Program (ii):MVI E, 00 : Quotient = 0 LHLD 2200H : Get dividend LDA 2300 : Get divisor MOV B, A : Store divisor MVI C, 08 : Count = 8 NEXT: DAD H : Dividend = Dividend x 2 MOV A, E RLC MOV E, A : Quotient = Quotient x 2 MOV A, H SUB B : Is most significant byte of Dividend > divisor JC SKIP : No, go to Next step MOV H, A : Yes, subtract divisor INR E : and Quotient = Quotient + 1 SKIP:DCR C : Count = Count – 1 JNZ NEXT : Is count =0 repeat M OV A, E STA 2401H : Store Quotient Mov A, H STA 2410H : Store remainder HLT : End of program. 9 4. Required Results: Input: 1st number: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2nd number: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Output: Multiplication of two numbers: †¦Ã¢â‚¬ ¦.Division of two numbers: †¦Ã¢â‚¬ ¦.. 5. Cautions: a. Before enter the program press RST key on 8085 kit. b. Proper care must be taken while handling the microprocessor kit. 6. Learning outcomes: Mathematical operations using 8085. 10 Experiment 3 1. Aim: Perform the following using 8085 Simulator and 8085 Microprocessor kit in assembly language: i. Finding 1’s and 2’s complement of an 8-bit number. ii. Finding 1’s and 2’s complement of an 16-bit number. Requirements: 8085 Microprocessor kit. 2. Learning Objective: Complement of a number using 8085 kit. 3. Assembly language: Program (i. a): Program (i. b): 11Explanation: This program finds the 2’s complement of an 8-bit number stored in memory location 3000H. Let us assume that the operand stored at memory location 3000H is 85H. The operand is moved to accumulator from memory location 3000H. Then, its complement is found by using CMA instruction. One is added to accumulator by incrementing it to find its 2’s complement. The result is stored at memory location 3001H. Program (ii. a): Explanation: This program finds the 1’s complement of 16-bit number stored in memory 3000H3001H. There is no direct way to find 1’s complement of 16-bit number.Therefore, this can be accomplished by finding the 1’s complement of two 8-bit numbers. Let us assume that the operand stored at memory locations 3000H-3001H is 45H-6AH. The operand is loaded into H-L pair from memory locations 3000H-3001H. The lower-order is moved from register L to accumulator. Its complement is found by using CMA instruction. The result obtained is moved back to register L. Then, the higher-order is moved from register H to accumulato r. Its complement is found by using CMA instruction. The result obtained is moved back to register H. Now, the final result is in H-L pair. 12 The result is stored from H-L pair to memory locations 3002H-3003H. Program (ii. b): Explanation: ? ? ? ? ? ? ? ? ? ? ? ? ? This program finds the 2’s complement of 16-bit number stored in memory locations 3000H- 3001H. There is no direct way to find 2’s complement of 16-bit number. Therefore, this can be accomplished by finding the 1’s complement of two 8-bit numbers and then incrementing it to get 2’s complement. Let us assume that the operand stored at memory locations 3000H-3001H is 12H05H. The operand is loaded into H-L pair from memory locations 3000H-3001H.The lower-order is moved from register L to accumulator. Its complement is found by using CMA instruction. The result obtained is moved back to register L. Then, the higher-order is moved from register H to accumulator. Its complement is found by using CMA instruction. The result obtained is moved back to register H. H-L pair is incremented to get 2’s complement. Now, the final result is in H-L pair. The result is stored from H-L pair to memory locations 3002H-3003H. 4. Required Results: Input: 8-bit number: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 16-bit number: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 Output: 1’s and 2’s complement of 8-bit number: †¦Ã¢â‚¬ ¦. 1’s and 2’s complement of 16-bit number: †¦Ã¢â‚¬ ¦. . Cautions: a. Before enter the program press RST key on 8085 kit. b. Proper care must be taken while handling the microprocessor kit. 6. Learning outcomes: Student will be able to learn how to use logical instructions. 14 Experiment 4 1. Aim: Perform the following using 8085 Simulator and 8085 Microprocessor kit in assembly language: i. Write a program to count number of 1’s in a program. . ii. Split hex data into two nibbles and swap the higher nibble and lower nibble of that number. Requirements: 8085 M icroprocessor kit. 2. Learning Objective: Swapping of lower and higher nibble of a number. . Assembly language Program ( i ) : MVI B,00H MVI C,08H MOV A,D BACK: RAR JNC SKIP INR B SKIP: DCR C JNZ BACK HLT Program ( ii ) : LDA 2200H ; Get the packed BCD number ANI F0H ; Mask lower nibble RRC RRC RRC RRC ; Adjust higher BCD digit as a lower digit STA 2300H ; Store the partial result LDA 2200H ; Get the original BCD number ANI 0FH ; Mask higher nibble STA 2301H ; Store the result LDA 2300H ; Get the contents of memory location 2300H into accumulator MOV B, A ; save the contents in B register LDA 2301H ; Get the contents of memory location 2301H into accumulator.STA 2300H ; Store the contents of accumulator at address 2000H. MOV A, B ; Get the saved contents back into A register STA 2301H ; Store the contents of accumulator at address 2200H HLT ; Terminate program execution 15 4. Required Results: Input: Enter the number: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Output: number of one’s in number: à ¢â‚¬ ¦Ã¢â‚¬ ¦. Result after swapping: †¦Ã¢â‚¬ ¦. 5. Cautions: a. Before enter the program press RST key on 8085 kit. b. Proper care must be taken while handling the microprocessor kit. 6. Learning outcomes: Students will be able to learn mathematical operations using 8085 kit. 16 Experiment 5 1.Aim: Write a program to convert a 2-digit BCD number into its binary equivalent number. Requirements: 8085 Microprocessor kit. 2. Learning Objective: BCD to binary conversion of a number. 3. Program: Sample problem: (2200H) = 67H (2300H) = 6 x OAH + 7 = 3CH + 7 = 43H Sample Program: LDA 2200H : Get the BCD number MOV B, A : Save it ANI OFH : Mask most significant four bits MOV C, A : Save unpacked BCDI in C register MOV A, B : Get BCD again ANI FOH : Mask least significant four bits RRC : Convert most significant four bits into unpacked BCD2 RRC RRC RRC MOV B, A : Save unpacked BCD2 in B register XRA A : Clear accumulator (sum = 0) 7 MVI D, 0AH : Set D as a multiplier of 10 Sum: ADD D : Add 10 until (B) = 0 DCR B : Decrement BCD2 by one JNZ SUM : Is multiplication complete? i if not, go back and add again ADD C : Add BCD1 STA 2300H : Store the result HLT : Terminate program execution 4. Required Results: Input: Enter 2 digit BCD number: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Output: Equivalent binary number: †¦Ã¢â‚¬ ¦. 5. Cautions: a. Before enter the program press RST key on 8085 kit. b. Proper care must be taken while handling the microprocessor kit. . Learning outcomes: Student will be able to learn the use of stack pointer and subroutines. 18 Experiment 6 1. Aim: Perform the following using 8085 Simulator and 8085 Microprocessor kit in assembly language : i. ii. Write a program for displaying BCD down counter. Counter should count numbers from 99 to 00 and it should increment after every 1 sec. Write a program for displaying binary up counter. Counter should count numbers from 00 to FFH and it should increment after every 0. sec. Requirements: 8085 Microprocessor kit. 2. L earning Objective: Implementation of BCD down counter and Binary UP counter. 3. Program ( i ) : LXI SP, 27FFH : Initialize stack pointer MVI C, 99H : Initialize counter = 99 BACK:CALL Display : Call display subroutine CALL Delay : Call delay subroutine ADI 99H : See Addition below DAA : Adjust for decimal CPI 99H : Compare with last count JNZ BACK :If no, repeat HLT 19Program ( ii ) : LXI SP, 27FFH : Initialize stack pointer MVI C, OOH : Initialize counter BACK: CALL Display : Call display subroutine CALL Delay : Call delay subroutine INR C : Increment counter MOV A, C CPI OOH : Check counter is > FFH JNZ BACK : If not, repeat HLT : Stop Delay Routine: Delay: LXI B, count : Initialize count BACK: DCX D : Decrement count MOV A, E ORA D : Logically OR D and E JNZ BACK : If result is not 0 repeat RET : Return to main program 4. Cautions: a. Before enter the program press RST key on 8085 kit. b.Proper care must be taken while handling the microprocessor kit. 5. Learning outcomes: mathem atical operations using 8085. 20 Experiment 7 1. Aim: Interfacing of Seven segment display with 8085 microprocessor. Requirements: 8085 Microprocessor kit, Seven Segment LED & wires. 2. Learning Objective: Seven segment interfacing using 8085 kit. 3. Circuit Diagram: 4. Program: MVI A, 80H OUT CR K: LXI H, 2000H MVI B, 10H KK: MOV A, M OUT PA CALL DELAY INX H JNZ KK 21 JMP K HLT Delay: LXI D, Count Back: DCX D MOV A, D ORA E JNZ Back RET 5.Inputs: 2000: 40H, 79H, 24H, 30H, 19H, 12H, 02H, 78H, 00H, 18H, 08H, 03H, 46H, 21H, 06H, 0EH 6. Result: On the Seven segment LED we can see all the Hexadecimal no’s displayed with some delay as mentioned. 7. Cautions: a. Before enter the program press RST key on 8085 kit. b. Proper care must be taken while handling the microprocessor kit. 8. Learning outcomes: Students will be able to learn how to interface seven segment with 8085. 22 Experiment 8: 1. Aim: Interfacing of D/A converter with 8085 microprocessor to generate RAMP wave.Requireme nts: 8085 Microprocessor Kit, DAC0808, 100nF(2), 1k, Op-Amp 741. 2. Learning Objective: Digital to analog converter interfacing. 3. Circuit Diagram: 4. Program: MOV A, 80H OUT CW MVI A, 00H KK: OUT PA CALL DELAY INC A JMP KK RST 5 Delay: LXI D, Count Back: DCX D MOV A, D ORA E JNZ Back RET 23 5. Result: On the CRO we can see a RAMP wave generated. 6. Cautions: a. Before enter the program press RST key on 8085 kit. b. Proper care must be taken while handling the microprocessor kit. 7. Learning outcomes: Students will be able to learn how to interface digital to analog converter with 8085. 4 Experiment 9 1. Aim: Interfacing and control of stepper motor using 8085 microprocessor. Requirements: 8085 Microprocessor kit, Stepper Motor, Motor driver circuit (ULN2003) & wires. 2. Learning Objective: Stepper motor interfacing with 8085. 3. Program: i) To rotate in Clock Wise direction MVI A, 80H OUT CR MVI A, 44H KK: OUT PA CALL DELAY RRC JMP KK RST 5 ii) To rotate in Anti-Clock Wise directi on MVI A, 80H OUT CR MVI A, 44H KK: OUT PA CALL DELAY RLC JMP KK RST 5 Delay: LXI D, Count Back: DCX D MOV A, D ORA E JNZ Back RET 4.Result: Stepper motor rotates in Clock wise & Anti-clock wise direction. 5. Cautions: a. Before enter the program press RST key on 8085 kit. b. Proper care must be taken while handling the microprocessor kit. 6. Learning outcomes: Students will be able to learn how to interface and control stepper motor with 8085. 25 Experiment 10 1. Aim: Design a 8085 Microprocessor based Traffic light control for figure shown below with the following conditions: Allow traffic to flow from N to S & S to N for 1sec Glow all Yellow lights for 0. sec Allow traffic to flow from W to E & E to W for 1sec Glow all Yellow lights for 0. 2sec Make this process continues. Requirements: 8085 Microprocessor Kit, 9 LED’s, 5K resistors (9) 2. Learning Objective: Traffic light control system using 8085. 3. Circuit Diagram: 4. Program: MVI A, 80H : Initialize 8255, port A and p ort B OUT CR ;(CR) : in output mode START: MVI A, 09H OUT PA; (PA) : Send data on PA to glow R1 and R2 MVI A, 24H OUT PB; (PB) : Send data on PB to glow G3 and G4 MVI C, 28H : Load multiplier count (40 ) for delay 26CALL DELAY : Call delay subroutine MVI A, 12H OUT PA; PA : Send data on Port A to glow Y1 and Y2 OUT 81H ;PB : Send data on port B to glow Y3 and Y4 MVI C, 0AH : Load multiplier count (10 ) for delay CALL: DELAY : Call delay subroutine MVI A, 24H OUT 80H ;PA : Send data on port A to glow G1 and G2 MVI A, 09H OUT 81H; PB : Send data on port B to glow R3 and R4 MVI C, 28H : Load multiplier count (40 ) for delay CALL DELAY : Call delay subroutine MVI A, 12H OUT 80H : Send data on port A to glow Y1 and Y2 OUT 81H : Send data on port B to glow Y3 and Y4 MVI C, 0AH : Load multiplier count (10 for delay CALL DELAY : Call delay subroutine JMP START Delay Subroutine: DELAY: LXI D, Count : Load count to give 0. 5 sec delay BACK: DCX D : Decrement counter MOV A, D ORA E : Check whe ther count is 0 JNZ BACK : If not zero, repeat DCR C : Check if multiplier zero, otherwise repeat JNZ DELAY RET : Return to main program 5. Cautions: a. Before enter the program press RST key on 8085 kit. b. Proper care must be taken while handling the microprocessor kit. 6. Learning outcomes: Students will be able to learn how to design microprocessor based traffic light system using 8085. 27

Life and Works of Toni Morrison Essay

The Life and Work of Toni Morrison Toni Morrison, a premier contemporary American novelist, chronicles the African-American experience. Morrison has written six novels and a collection of essays and lectures. Her work has won national and international acclaim and has been translated into 14 languages. Her writing has been described as lyrical and she has been applauded for â€Å"writing prose with the luster of poetry. † Morrison won the prestigious Pulitzer Prize in 1988 for her novel  Belovedand the coveted Nobel Prize for Literature in 1993. In a released statement, the Nobel Prize Committee of the Swedish Academy awarded the prize to Morrison â€Å"who in novels characterized by visionary force and poetic import, gives life to an essential aspect of American reality. † She is the first African-American writer to win the Nobel Prize, the first American woman to win in 55 years, and the eighth woman to win since the Nobel Prize was initiated in 1901. Morrison’s work, however, is not without controversy. In 1988, 48 African-American writers signed a letter protesting that her novel  Beloved  was overlooked for the National Book Award and the National Book Critics’ Circle Award. Many white authors and even some male African-American authors complained when she was selected for the Nobel Prize. They felt she received these awards due to preferential treatment based on race and sex. However, an overwhelming majority of the literary community agrees that such allegations are without merit. The Nobel Prize in Literature is not awarded for gender or race,† says Nadine Gordimer, the last woman to win the prize in 1991. â€Å"If it were, many thousands of mediocre writers might qualify. The significance of Toni Morrison’s winning the prize is simply that she is recognized internationally as an outstandingly fine writer. † Often the controversy surrounding such prizes are due in part to fierce competition for the money and prestige that are guaranteed to the rec ipients. Morrison has been hailed by experts for her ability to â€Å"re-imagine the lost history of her people. Others have recognized the Faulknerian influences in her work or that her plots have the sorrow of Greek tragedies. Along with the honor of winning the the Nobel Prize comes a cash award of $825,000. Morrison is currently the Robert F. Goheen Professor in the Council of the Humanities at Princeton University. Toni Morrison was born Chole Anthony Wofford in Lorrain, Ohio in 1931 during the Great Depression. (Toni is her nickname; Morrison is the name of her ex-husband. ) Her grandparents were former sharecroppers who migrated north from Alabama in 1910 to find a better life. Her family’s life was not without economic and racial hardships. They lived in a largely all-white town. Unpleasant memories of growing up there include being looked down upon because she was black. The only part-time job she could get at age 13 was cleaning people’s homes. In spite of these humble origins, Morrison received a B. A. from Howard University and a M. A. in English from Cornell University. Her master’s thesis was on writer William Faulkner, another Nobel Prize winner, whose work focused on life in the South. Upon graduation, one of her first round of jobs was teaching at Howard University. One of her students included writer Claude Brown who asked her to look at his 800 page manuscript. His book went on to become the classic urban autobiography  Manchild in the Promised Land. Another one of her students who went on to fame was Stokely Carmichael, a student activist and leader in the Black Power Movement of the sixties. In fact, the idea for her first book,  The Bluest Eye, came from the popular slogan â€Å"Black is Beautiful. Morrison placed a twist on that theme by focusing on a little black girl who did not think she was beautiful. After her teaching stints and the end of her marriage, she raised two sons as a single parent and wrote in her spare time. Morrison was hired by Random House, where she advanced from textbook editor to the position of senior editor. During her 18-year tenure, she helped writers to clean up their manuscripts, edited the  Black Book, a collection of Af rican-American memorabilia, and pushed for the publication of works by deserving, but often overlooked, African-American authors. Some of the authors that came to the limelight under her stewardship were Alice Walker, Gayle Jones, Gloria Naylor, and Toni Cade Bambara. Continuing to use Morrison as a guide, African-American female authors have emerged as a consistent and critical dimension in literature. In a 1994 interview with  Time  magazine, Morrison understands the significance of her work for female authors. â€Å"I felt I represented a whole world of women who either were silenced or who had never received the imprimatur of the established literary world. †¦ Seeing me up there might encourage them to write one of those books I’m desperate to read. † Before Morrison, the most successful African-American writers were males. For example, the work of acclaimed African-American novelist and essayist James Baldwin had tremendous literary impact in the fifties and sixties. Racial themes were explored as they had never been before in his books  Nobody Knows My Name  and  Go Tell It on the Mountain. Eventually, Baldwin felt uncomfortable living as a second-class citizen in the United States and became an ex-patriate who lived and worked from Paris. Richard Wright, Baldwin’s predecessor, was also an ex-patriate. Beginning with his autobiography  Black Boy  in 1945, Wright continued with  Outsiders, Uncle Tom’s Children, and his most important work  Native Son. Ralph Ellison wrote only one book. Yet Ellison’s Invisible Man won a National Book Award in 1952 and this allowed him to join the ranks of male authors successful at depicting the disenfranchisement of the African-Americans in the United States. Morrison is recognized as the most distinguished African-American novelist since Wright, Ellison, and Baldwin. In her work as an author, Morrison wanted to continue to broaden the perspective of American literature by telling the stories she felt were never told, stories about African-American girls and women and the racial and social pressures they faced. She wanted to write about people with the sensibilities of the culture she grew up in. Morrison wanted her work to focus on the joys and sorrows of their lives. She wrote her first novel when she was in her 30s. The Bluest Eye, published in 1970, is about a black girl who feels she has no beauty. If only her eyes were blue and her skin was white, then she could be someone who could be loved. The book received respectable attention. The Bluest Eye  became the first of many of Morrison’s explorations into the identity, self-esteem, and impact of racial discrimination on what she believes to be the most vulnerable—women and children. Sula, published in 1973, shows two friends, black and female, and how they fit and don’t fit into their community. With the publication of Song of Solomon in 1977, Morrison won critical and commercial success and the National Book Critics’ Circle Award. By the time her next novel  Tar Babywas due in the bookstores in 1981, she was featured on the cover ofNewsweek. Ever expanding on the theme of telling stories untold, it is said her bookBeloved  was written in memory of the millions of lives lost during slavery. The plot centers around an ex-slave Sethe who would rather kill her own children than risk that they be re-enslaved. The ghost of Sethe’s dead child tries to remain close to her mother and wreaks havoc when she cannot. All of the characters in  Beloved, Morrison’s Pulitzer Prize winning novel, try to recover from the personal and collective indignities of slavery. I was trying to make it a personal experience,† says Morrison in a question and answer interview with  Time  magazine. â€Å"The book was not about the institution—Slavery with a capital S. It was about these anonymous people called slaves. What they do to keep on, how they make a life, what they’re willing to risk, however long it lasts, in order to relate to one another—that was incredible to me,† she says. In 1992 Morrison published  Playing in the Dark, a collection of her Harvard lectures. In this collection she coins a new term, once again reinventing an already established concept. She teaches a humanities course that changes the term African-American to American Africanisms. This same year she also published  Race-ing Justice, En-Gendering Power, essays on the controversy surrounding the Clarence Thomas Supreme Court confirmation hearings. In her novel  Jazz, also published in 1992, Morrison continues her theme of giving a voice to the voiceless. Once again, she does everything she can to stretch the imagination. The novel makes both racial and historical statements about the inequities of life for African-Americans in the post-slavery era. With the writing of  Jazz, Morrison takes on new tasks and new risks. Jazz, for example, doesn’t fit the classic novel format in terms of design, sentence structure, or narration. Just like the music this novel is named after, the work is improvisational. In this work, she is influenced not only by the jazz, blues, and gospel music she was reared on, but also by the folklore, tall tales, and ghost stories that her family told for entertainment. The result is a writing style that has a unique mix of the musical, the magical, and the historical.

Employees Performance Appraisal Coursework Example | Topics and Well Written Essays - 1000 words - 1

Employees Performance Appraisal - Coursework Example Potential appraisal is the evaluation considering the personal qualities of the employee like his communication skills, leadership qualities, and commitment. It is different from performance appraisal in that performance is something that has happened in the past while potential abilities are those that an employee might possibly possess that can be enhanced to improve his performance in the future. The goal here is to make the employees aware of their potential prospects in future and to enable the organization to plan out management succession strategies. Potential appraisal helps the organization to lay out training and recruitment programs so that employees’ job opportunities can be increased. Question 2 The main goal of potential appraisal is to make the employees aware of their career development so that they have a clear vision about their future prospects. When the employees know which personal qualities they posses and which they need improvement in, they actually get a clear outlook on their personal haves and have-nots and this helps them build their capabilities through training sessions and motivation programs. They come to know how much confidence they possess; how good they are in decision making and problem solving; how they handle workplace stress; how independent they are; and, much more. This aids their career development and thus their future becomes bright with regard to their job. An employee can himself ask for an assessment of his potential qualities if he wants to be promoted or transferred. Otherwise, the company conducts this assessment to know if there is a need for training or motivation, and whether a certain employee should be assigned higher level responsibilities or not. This assessment may be conducted through different methods: self-appraisal, superior-appraisal, peer-appraisal, or role playing, are all methods conducting potential appraisal. Hence, potential appraisal is very future oriented and focuses on the career d evelopment of the employee. Question3 It is the manager’s responsibility to make sure that it is in the organization’s policies to include potential appraisal as a part of performance appraisal program. A line manager is assigned to conduct potential appraisals. A mutual understanding between the manager and the appraisee is important which can also build up during meetings between the two. It is the responsibility of the manager to gain information about how to conduct the appraisal process properly because if he does not have enough experience conducting potential appraisals, then he might end up showing negative cascaded attitude toward the process and telling that appraisals are a waste of time. This negative attitude then goes down among the appraisees as well and then the whole bunch of employees or teams of employees start possessing the same attitude. Thus, a manager’s role is very important because he portrays the attitude of the overall workforce. Also , a manager should maintain a written record of all potential appraisals and must make sure that all the capabilities of employees are judged properly without any bias. Since the manager better knows about the employees’ qualities and much more that is not explicit, his responsibilities increase when it comes to the future prospects and career development

Strategic Analysis of Facebook Inc Term Paper Example | Topics and Well Written Essays - 2750 words

Strategic Analysis of Facebook Inc - Term Paper Example In this regard, the business organization selected for the paper is Facebook Inc. Facebook is regarded as one of the most prominent social networking service provider company. The company was founded by Mark Zuckerberg in the year 2004. The company is headquartered in Menlo Park, California. In recent period of time, the company has become quite popular tool of social network among its users (Veer, 2011).The company provides the facility to its user of sharing information, posting their photos and videos, connecting and chatting with other person, joining any group, and playing online and interactive games. In order to avail such social networking facilities provided by the company, the user is required to make his own account on Facebook with the help of its e-mail Id. Nowadays, in order to make the usage of this site easy and convenient; Facebook is available on the user’s smart phone also (Business Summary, 2012). Earlier the firm used to operate as a private business organ ization within the marketplace, but in 2012, the company has become publicly traded corporation by launching one of the largest IPOs in US stock market history (Business Summary, 2012).... Industry Structure and Global Markets The company operates in the industry of Internet Information Providers. In the existing period of time of where Information Technology has become quite advanced and effective, this industry has become quite competitive. This industry can be characterized as wide-ranging competitive industry. In this direction, the company is facing some stiff competition provided by other social networking facility provider company. Among such competitors, some major competitors of the company are Google, Microsoft, and Twitter Inc. In the competition of Facebook, Google has recently launched its social networking utility, namely Google+. Moreover, there are other social networking utilities such as E-buddy, blackberry messenger, Linkdin and so on, which are delivering some intensive competition to the company (Business Summary, 2012). In existing period of time, the company is enjoying some favorable business conditions across the world. As internet penetration across the world is increasing rapidly. Moreover, the interest of young generation towards social networking is also enhancing quite intensively, which shows some positive conditions for the growth of the company (BBC: News Technology, 2011). In direction to this, the company has registered some intensive market growth in terms of international presence. The total number of users of the company across the world can be presented as below: (Source: Facebook Users in the World, 2012). Economics Before the year 2012, the company was not traded on stock market. In May 2012, the company launched its IPO. The opening share price of the company at that period of time was $38, which was considered overvalued by traders.

Forest Parcelization in Vilas County, Wisconsin Research Paper

Forest Parcelization in Vilas County, Wisconsin - Research Paper Example A huge portion of this forested land parcels is under the ownership of non-industrial private landowners. It is estimated that these non-industrial private landowners own over sixty percent of the whole forested land in the county of Vilas. The rest of the forested parcels of land are under the ownership of the county government of Vilas, the federal government, the state government, the forest industry department and Wisconsin’s Indian Tribes. The federal government carried out the land survey of the State of Wisconsin forest in the nineteenth century. The purpose of the survey was to divide the huge land under public ownership into parcels that could be sold to private owners, in order to raise revenue for the federal government and provide settlement for the people (Allred et al. 2011). The work of the survey was implemented using the Public Land Survey System that usually divides the land into six-mile square townships and one-mile square sections. Six-mile square townships are the primary units of the public land survey. They are further sub-divided into one-mile-square sections. The townships are then regularly arranged across the state whereas the sections are similarly arranged in the townships (The Vilas County Mapping Department, 2010). The Wisconsin-Illinois border is the location of the initial point of the public land survey in Wisconsin. The locality is roughly ten miles east of Mississippi (Allred et al. 2011). The location is the point of intersection of the base-line. It is also the boundary of the southern state and the principal meridian, which is a latitude running due north from the initial point. Township lines are the east-west lines that cross the principal meridian after every six miles. Range lines, on the other hand, are north-south lines that run through the middle of the baseline after every six miles.

The topic can be proposed by the writer Movie Review - 1

The topic can be proposed by the writer - Movie Review Example Told from the stories and recollections of the people who experienced the revolution, the film depicts the tragic turn of events from an initial noble intention to create an equal society, to the creation of a starving and perishing society, through the introduction of the Cultural Revolution and the Great Leap Forward initiatives (Williams, n.p.). These reforms caused the starvation of the majority of the Chinese rural population at the time, resulting to the death of approximately 30 million people. The brutality with which the processes of collective agriculture and rural industrialization were introduced, further served to disorient the already capitalist tendencies of the traditional Chinese population, while resulting in the dispossession of lands and property for the initial landowners. In this respect, the Chinese revolution in the periods spanning 1949-1962 served to create more poverty for the country and its people. This necessitated a change of strategy towards partial acceptance of some concepts of capitalism, which saw the Chinese economy start recovering from the initial depression brought about by the revolution (Williams, n.p.). Nevertheless, the most notable transformation of the period 1949-1976 in China is the transformed gender role for women. It is during this period that the undermined rights of women both domestically and politically started being recognized, with women gaining full political democratic rights. Additionally, the foreign policy of China, especially regarding its relations with the USA and the rest of the capitalist western world was shaped (Williams, n.p.). Thus, the Chinese involvement in the Korean War was as a result of forging its new identity as a communist nation that was opposed to the capitalist intrusion of its neighbors. Thus, the negative implications of the Mao Years revolution have been effectively demonstrated in the film. The film has

The Second American Revolution Essay Example | Topics and Well Written Essays - 1500 words

The Second American Revolution - Essay Example The slavery, which was practiced from the British colonial period and it had an end by the proclamation of freedom and liberty by the president Abraham Lincoln in 1863. Abraham Lincoln who considered as the true revolutionist, who played a crucial role in designing the final outcome of the Civil War which was the liberty and justice to all and everyone get the freedom and happiness and the union of the states which divided before the Civil War and formed new independent confederate. Abraham Lincoln, the known opponent of the slavery elected as the president of the United States of America, and which raise alarm the threat to the practice of slavery, which is carried from the British colonial period. Before take oath as president, the thirteen southern state together form a new state and re-united from the constitution of the United States of America which was upheaval task put forward to him as President. We, the people of the State of South Carolina, in conventi... people of the State of South Carolina, in convention assembled, do declare and ordain, and it is hereby declared and ordained, That the ordinance adopted by us in convention on the twenty-third day of May, in the year of our Lord one thousand seven hundred and eighty-eight, whereby the Constitution of the United States of America was ratified, and also all acts and parts of acts of the General Assembly of this State ratifying amendments of the said Constitution, are hereby repealed; and that the union now subsisting between South Carolina and other States, under the name of the "United States of America," is hereby dissolved".1 The South Carolina was the first state to passes the ordinance to secede from the constitution of United States of America. In 1860 the people of the South Carolina assembled for the convention of re-union from the constitution of United States of America and passed the ordinance to dissolve from the constitution and perform as an independent state. Followed by South Carolina, other seven states decided to dissolve from the United State of America and later they formed a new state Confederate States of America and Jefferson Davis named as the president of the state. Later the state Virginia and other four states also joined in the new state Confederate States of America. After the formation of confederate State of America, the southern state confederation seized the Federal fort forcefully even though the president Buchanan, the predecessor of Linclon, had refused it. Later Abraham Lincoln inaugurated as the president of United States of America, he recaptured the fort from Confederate after the heavy bombardment in that area which is considered as the beginning of the Civil War between the southern and northern states of America and also

How does a hardware firewall work Term Paper Example | Topics and Well Written Essays - 1250 words

How does a hardware firewall work - Term Paper Example Therefore, firewall is an effective solution to deal with these issues. This paper will present a detailed analysis, implementation, and working of the hardware firewall technology. This paper will also outline the role of firewalls in the security matters. The massive utilization of the internet and the World Wide Web places networks at even larger danger of unwanted threats. In addition, many corporations distribute information on the internet (using web sites), while remaining have workers who distribute information to the internet from the corporation’s network or download material from the internet (Norton). At the present, increasing numbers of organizations are exposing their personal networks to internet traffic; therefore, the implementation of firewalls has turned out to be a basic requirement. In addition, the firewall stops illegal communication inside and outside of the network, facilitating the company to implement a security strategy on traffic running between its network and the Internet (Laudon and Laudon; Turban, Leidner and McLean; Turban, Rainer and Potter, Introduction to Information Technology,3rd Edition). In addition, Firewalls can be either software or hardware. However, the best firewall arrangement wil l contain both (Beal). In point of fact, a firewall can divide a network into several domains. A general execution the firewall has the Internet as un-trusted domain; a semi trusted and a semi secure network, acknowledged the demilitarized zone (DMZ), as an additional domain; and an organization’s computers as third domain (Silberschatz, Galvin and Gagne 673). â€Å"Hardware firewalls are external devices that perform job of a guard between organization’s network (office or home) and external networks (the internet)† (Antivirus-Firewall-Spyware). According to Beal (2009), the hardware firewalls are

The green revolution Essay Example for Free

The green revolution Essay The green revolution was the worlds introduction to modern agricultural and a time of vast improvements in the worlds fight in hunger. New technologies such as hi yield variety seeds Chemical fertilizer and agricultural machinery lid this revolution and are still a big part of the way we produce food for the world we live in today. The green revolution saved A lot of small developing countries throughout the world. Food is now a mass produced all around the world in fields and distributed to countries in need as well as countries whos people are willing to pay for foreign and exotic foods. The green revolution has one enemy, The reproductive rate of the human species is exceeding the rate and which we can make food to feed it.

Analysis of Staff Motivation Levels

Analysis of Staff Motivation Levels Abstract The objective of this project is to investigate whether employees at WILO company are well motivated and if there is a need for improvement of the level of employee satisfaction in WILO subsidiaries in Poland and Hungary. This research study presents the methods of employee motivation and the rewarding system adopted by WILO company. This project is a result of a theoretical study of available literature as well as empirical research conducted at the company in order to analyse the effectiveness of the implemented methods and system. The analysis has also provided background for defining the role of managers and the required skills in the process of motivating employees. In addition, salary and benefits, good atmosphere, interesting job, professional development and job security have been tested and proved to be key motivating factors for both Polish and Hungary WILO employees. Nowadays in the increasingly competitive global economy it seems to be of great significance that motivated employees might turn into the source of the companys competitive advantage, especially in such areas as: quality, service and costs. Therefore, there seems to be a necessity to create a committed workforce, which is an investment for the future resulting in boosted efficiency, creativity, increased turnover, and subsequently a strong position of the company on the competitive market. PREFACE The current competitive business world is focused on fast development and sustainability of strong position on the market, therefore companies search for various ways of ensuring their success. The success of the business seems to be an outcome of the interaction between employees vs. customers, product and the organisation. Therefore, to create a business oriented company these three elements have to work out together to generate a profit for the organisation and financial benefits for employees. Hence, it is significant for an organisation to create a culture where employees would feel appreciated. This might be reached by providing rewards and incentives or benefits in return for their effective work. As a result of this, employees are expected to make efforts to accomplish objectives of an organisation. Background Employee motivation is a key factor in the success or failure of any organisation. In hard economic times, which require companies to face the need to increase both budget cuts and productivity, it appears crucial to maintain workers loyalty and motivate them continuously. Should an organisation omit to motivate its staff, less productivity may occur, morale is not high as well as products and services are of a lower standard. I have selected the topic of motivating and rewarding of employees as my interests are focused on motivation programmes and I wish to gain an improved understanding of the area of building employee engagement. Moreover, my choice was dictated by my willingness to develop a better understanding of what precisely could motivate employees in different subsidiaries at WILO company. Furthermore, I wish to concentrate on factors which could potentially encourage employees to be committed to work and develop a better atmosphere at a workplace. The objective of the study The main objective of the project is to investigate whether employees at WILO company are well motivated and if there is a need for improvement of the level of employee satisfaction in WILO subsidiaries in Poland and Hungary. Moreover, the goal of the research is to conduct a theoretical study of selected literature as well as empirical data collection by means of a survey, questionnaires and interviews at WILO company. I will also attempt to analyse the data to be aware of the current level of motivation as well as classify significant motivators for the Polish and Hungarian employees at WILO company. Finally I wish to draw a conclusion to improve the level of satisfaction and to build a better committed workforce. Summary The project has been divided into six chapters: Introduction to the study, literature review, WILO company motivation and compensation system, methodology, results of the survey, and conclusion. The literature of the field presents all manner of findings concerning solutions to the problem of motivating and rewarding employees. For the purpose of formulating the main concepts of my thesis, I reviewed a wide variety of relevant literature, which serves to provide a theoretical background to my study. First part of the literature review covers the definition of motivation as well as various theories of motivation. Moreover, I explore Maslows hierarchy of needs theory, in comparison with Herzbergs theory, Alderfer as well as McClelland theory and McGregor theory (Schermerhorn, 2005). Furthermore, I focus on personalities and behaviour of employees and cover various issues regarding motivation and compensation systems, techniques and tools, and, in addition, I wish to explore the role of a manager. The following part focuses on a motivation and compensation system at WILO company. I will attempt to present the way of motivating and rewarding employees at WILO company as well as the benefits and perks received by WILO employees. Furthermore, I introduce the training system which is applied at WILO to boost productivity. The thesis will consist of two parts, that is a theoretical and a practical one. In the theoretical part of my thesis, I intend to examine selected literature of the field in order to present possible ways of motivating and rewarding. In the practical part of my thesis, I will conduct a research whose purpose is to analyse empirical data extracted by means of questionnaires carried out in the Polish and Hungarian subsidiaries of WILO company. My study will explore the role of leadership in the process of motivation and methods of improving working conditions, by means of bonuses provided by the company. Finally, I draw a conclusion and discover crucial findings regarding motivation and compensation of the Polish and Hungarian subsidiaries of WILO company. Motivating and rewarding employees is one of the most significant and the most challenging activities that managers perform. Managers invariably debate on ways of motivating, thus we are in a position to find numerous views and speculations regarding this topic. It appears to be crucial to demonstrate briefly paramount ideas regarding motivation and rewarding of employees, presented by different authors. Moreover, both academic researchers as well as practicing managers have attempted to understand and explain the problem of employee motivation for years (Robbins, Coulter, 2003 p. 425). Furthermore, effective managers who expect from their employees the maximum effort recognise that they are required to be familiar with the way employees are motivated as well as to modify their motivational practices to satisfy their needs. Chapter Two Literature Review Definition of Motivation There is hardly anything more frustrating than working hard, meeting or exceeding expectations and discovering that it doesnt matter to your company. You get nothing special, or you get what everyone else does. People need to get differentiated rewards and recognition to be motivated. (Jack Welch, 2005:107). There seems to be a wide variety of definitions of motivation. It is a term originally descended from the Latin word movere, which means to move (Rue, Byars, 2000). However, it has been extended to include the various factors by which human behaviour is triggered (Campbell Pritchard, 1976). What is interesting, the concept of the motivation was already well-known in ancient times as, for instance, Egyptian pyramids or the Great Wall in China without motivation and determination would not exist. It should be borne in mind that the problem of motivation is not a current development. Research conducted by William James in the late 1800s pointed out the significance of motivation. He assumed that hourly employees might keep their jobs by applying approximately 20 to 30 percent of their ability. Moreover, he found that highly motivated workers will perform at approximately 80 to 90 percent of their ability. Consequently, highly motivated employees are in a position to increase in performance as well as significantly decrease in problems such as turnover, strikes, absenteeism (Rue, Byars, 2000). As expressed by the 34th American president Dwight D. Eisenhower: Motivation is the art of getting people to do what you want them to do because they want to do it. Motivation might be analysed by the following sequence: Consequently, in motivation needs create motives, which lead to the accomplishment of goals. Moreover, a motive is a stimulus which leads to an action that satisfies the need, which means that motives create actions. When employees achieve the goals, they satisfy the needs and simultaneously decrease the motive. Nonetheless, it might occur that other needs may arise. Understanding the motivation sequence provides managers with slight help in determining what motivates employees (Rue, Byars, 2000). Nowadays it is extremely important to have motivated employees in every organisation. While non-motivated employees will not provide good service, they are likely to make mistakes and the reputation of the organisation may suffer as a result. Therefore, all businesses need enthusiastic and committed employees who work to support organisational goals. What is important, motivation occurs within people; therefore work needs to meet their goals as well. Additionally, people have different motivation, consequently a reward that is attractive to one employee might be unimportant to another (Boddy, 2002). Moreover, one of the paramount factors which has an impact on efficiency and effectiveness of employees work as well as how they organise time at work is their motivation (Bruce and Pepitone, 2001). While, as claimed by Forsyth (2001), non-motivated employees tend to spend more time on breaks, surfing the internet or private discussion. Nevertheless, motivation commences with employee engagement, and engagement starts with effective communication skills. As mentioned by Jack Welch, former CEO of General Electric (GE) and current Business Week columnist, no company, large or small, can succeed over the long run without energised employees who believe in the mission and understand how to achieve it. It is also worth mentioning that three main words in this quotation remain the secret to motivating employees: energised, believe, understand (Gallo, 2008). Moreover, according to Carmine Gallo (2008), successful companies have employees who believe in their mission. As emphasised by Scott Cook (INTU), people want more than a paycheck. They want to feel as though they are part of something bigger than themselves. When discussing motivation, not only should we mention a different management style adopted in Europe in comparison to Asia and America, but also the differences between companies in the same country or even differences between workplaces in the same company. To understand better what precisely could motivate employees I will attempt to explore what motivation means in general. As claimed by Dessler (2004), a motive is an incentive that stimulates the person into the action or provides direction as well as hints to action. However, Robbins and Coulter (2003) presented a different view. They claim that motivation is the willingness which brings out high levels of strivings to achieve goals as well as to satisfy individual needs. What is more, studies conducted by Schermerhorn (2005), also provide a valuable input. He argues that motivation is in charge of the standard, direction, as well as tenacity of effort developed at the workplace. Moreover, in order to understand motivation, it is essential to understand human nature as it might be very simple or very complex at the same time. Hence, understanding the human nature is significant for effective motivation of employees at the workplace. Gary Dessler (2004) argues that motivation is the intensity of an employee desire to engage in some actions. However, Buford, Bedeian Lindner (1995) stated that motivation is a tendency to behave in an intentional manner to fulfil particular and insatiable needs. Nevertheless, Kreitner (1995) presented a different view. According to his statement, motivation is a psychological process that provides behaviour aim and direction. Furthermore, as defined by John Schermerhorn (2005) and subsequently supported by Stephen Robbins and Mary Coulter (2003), motivation is the willingness which presents the level, direction, and perseverance of effort expanded at work to satisfy some individual needs. As claimed by Kondo (1995), motivating the employees is one of the numerous conditions and policies recognised to achieve the objectives of each company. Moreover, people involved in a task have to be sufficiently motivated to overcome all difficulties. Therefore, by saying, a company is its people it is meant that () people are our most important assets (Schermerhorn, 2005). This statement demonstrates that a proper approach to people in an organisation is extremely important, that is, if managers treat employees appropriately, they will be repaid with effective work. What is important, even if we create an outstanding organisation, it will not be effective and even counter-productive if the employees lack motivation (Kondo, 1995). To conclude, highly motivated employees seem to be the most important assets for owners, chairmen, managers. Otherwise the productivity of the employees and the costs of the production will dramatically deteriorate. Personality and behaviour of employees It is commonly known that people differ in characters, abilities, values, behaviour, and needs. Moreover, different actions cause various reactions on people. One employee might jump whenever the boss wishes, while the other would not execute this order (Dessler, 2004). For a manager it is significant to be familiar with how to manage different personalities as ineffective management of a team with different personalities as well as working styles might lead to a failure of a particular project. As stated by Schermerhorn (2005) personality is the mixture or overall profile of characteristics that causes one person to stand out from all others. personality As claimed by Carl Jung, the Myers-Briggs Type Indicator (MBTI) is a popular tool for measuring personality. This system is helpful for organisations to be familiar with the working styles of employees, balance teams and avoid conflicts. According to Myers-Briggs, assessment characteristics of personality are classified as: Introvert/Extrovert; Sensing/Intuition; Thinking/Feeling; and Judging/Perceiving. The MBTI questionnaires categorised people into 16 personality types along four scales (Mutchler, 1998). Employees who possess the introvert personality tend to be introspective, they are often an analytical and scrupulous team member. However, extroverts are active as well as easy-going and comfortable with expressing their ideas openly. The sensing/intuition personalities tend to measure process of information. A sensing person seems to be visual and fact-oriented, whereas an intuitive person has a tendency to be more open and creative. The thinking/feeling type of personalities refers to the decisions making. Thinkers draw conclusions based on external standards and regulations, however, feelers are more focused on protecting feelings and values. As team members, feelers might consolidate people, while thinkers are successful in expressing logical reasons behind decisions. Finally, judging/perceiving concerns the approach people have to their life. People with judging personality tend to be well organised and they know what to do about their daily activities, while people with perceiving personalities are more flexible and spontaneous. It is note-worthy that every team is enriched by diversity, therefore, a range of personalities might create a stronger team. Moreover, the diversity of the team might bring into a project different ideas, which is bound to increase performance and creativity of the team (Boddy, 2002). On the other hand, as claimed by Gary Dessler (2004) and illustrated in Figure 4. psychologists, nowadays emphasise the big five personality traits as they apply to such behaviour at work as extroversion, emotional stability, agreeableness, conscientiousness and openness to experience. Extroversion is personality where a person is outgoing, assertive and friendly. While emotional stability names someone who is relaxed, calm and secure. Moreover, this person is emotionally stable and confident. Agreeableness, in turn, is someone who is good-natured, cooperative and trusting. Furthermore, a person who possesses an agreeable personality is also in good relationships with others, and a disagreeable person generates conflicts and discomfort for others. The following personality is called conscientiousness. An employee with this character trait is responsible, trustworthy and careful. On the other hand, a person who lacks conscientiousness is careless and often doing little. Finally, openn ess is the degree, to which someone is curious, open to new idea and creative. What is more, an open person is tolerant, open to change and receptive to new things. Moreover a person who lacks openness is resistant to change, narrow-minded and has limited sources of interests (Schermerhorn, 2005). Many studies conclude that these five traits signify the essential structure of personality, and therefore influence how the person behaves (Beck, 2000). In addition, personality traits are not the only one factor which is responsible for persons behaviour at work. Therefore, individual differences in abilities also influence workers behaviour and performance (McCormick and Tiffin, 1974). To perform the work successfully every employee needs to possess appropriate abilities. However, even the most competent employee will not perform the task successfully without motivation. Therefore, Performance = Ability x Motivation (Dessler, 2004). As claimed by Richard Field (2002) the main goal of attitudes is information of how to act with regard to other person. Moreover, attitudes are significant in organisations as they affect behaviour. Additionally, we may distinguish three parts of work attitudes that are the affective, such as what the employee feels about work, as well as the cognitive attitude- what the employee thinks about the work and the international- what actions is the employee planning to perform at work. Moreover, the job satisfaction is influenced by both the work environment and by the employees personal traits. It has been assessed that the individuals personality constitute between 10% and 30% of employees job satisfaction, however, 40% to 60% of the discrepancy in job satisfaction is motivated by situational factors. Furthermore, the interaction between personality and the situation constituted between 10% and 20% (Field, 2002). Theories of Motivation There are numerous motivation theories, however, the universal theory of motivation, which can explain all its aspects does not exist as each person is unique and has different needs and expectations. Managers have for ages attempted to understand why for one person work is enthusiastic and challenging, and means a possibility to improve the ability, while for other person work is something which you have to perform, as compulsion to survive and for living in a good condition. Theories of motivation focused on how managers might motivate their subordinates. However, they also have to motivate other people such as colleagues, consumers, or other managers. Psychologists created three main approaches when studied what motivates employees such as the need-based, process based and learning/reinforcement-based approaches. Need-based Approaches to Motivation Need-based approaches to motivation concentrate on how needs trigger people to act the way they act as well as which needs are the most significant for each person. The most common theories of motivation are: Maslows Hierarchy of Needs Theory, Herzbergs theory, McClelland theory and McGregor theory. Scientists generally commence most discussions concerning motivation by explaining individual needs; therefore, as claimed by Schermerhorn (2005), a need is an unmet desire. An extremely significant and generally known theory of motivation is Maslows needs-hierarchy theory. Abraham Maslow a hierarchy of needs Abraham Maslow was an American clinical psychologist, who formed a theory of human motivation to understand the needs of his patients. This model suggests that people have different types of needs. He also found it useful to investigate data and observations of Douglas McGregor theory. He proved that the lower-order needs are leading until they are at least partly satisfied (Maslow, 1970). On the basis of this theory, an unsatisfied need can change a persons behaviour while a satisfied one can be a motivator of immediate action. As illustrated in Figure 5, Maslow argued that there is a hierarchy of five levels of needs. Starting from the lowest one, we may distinguish needs such as physiological, security, social, self-esteem and self-actualisation. Physiological needs are the needs essential for survival, such as: food, water, shelter and clothing. These needs may be satisfied in an organisation by monetary compensation. Maslow proved that if these basic needs are unsatisfied, people will focus on activities that allow them to obtain the necessity of life. If they do not fulfil these basic needs, they will not strive to reach the higher needs (Boddy, 2002). However, if the physiological needs are gratified, new needs would appear which he called security needs. These needs provide such values as: security, protection, stability, dependency (Maslow, 1970). They protect from fears, anxiety and chaos. In the event of this need being paramount for a person, a stable and regular job with secure working conditions may satisfy them. A company may meet these needs by medical or retirement benefits. The following need is belongingness which may be reached by assuring a place in the group or family. This need triggers affection and love and also requires closeness and cooperation with other people. This is the desire for acceptance and approval by friends and co-workers (Boddy, 2002). Maslow discovered that a wide variety of people possess self- esteem needs, which means self-respect and the respect of others. Self-respect is gratified when people have a sense of achievement, confidence, adequacy and competence. Moreover, people search for the respect of others, a desire for reputation in the eyes of other people such as prestige, status, attention and recognition. They wish to be noticed by others. In most cases they take challenging or difficult tasks just to demonstrate that they are good at their job. This behaviour gives them respect and status. To motivate employees through satisfying those needs, management may offer them recognition awards. Finally, Maslow named the paramount range of needs as self-actualisation, which provides the desire for self-fulfilment as well as potential. Maslows pointed out that this need only begins to dominate when the all lower-level needs have been relatively satisfied. People who wish to gratify self-actualisation needs will search for personal relevance in their work. They are more willing to value new responsibilities to realise their potential and also develop new talents, skills or horizons (Boddy, 2002). Unfortunately, on this level it is almost impossible to satisfy a person completely as this refers to the feeling of self-fulfilment and the realisation of ones potential, which become higher and higher during persons development. This need may be gratified by paying attention to allowing a person to participate in seminars or temporary assignments to special projects. Maslows hierarchy of needs model is referred to as a content theory, it focuses on what will motivate a person without exactly explaining why an individual is motivated. It is not a complete model of human motivation, but it does demonstrate how managers can approach the basic needs of their employees (Alderfer, 1969). Moreover, it suggests that there are significant differences among people in terms of the needs they may wish to satisfy. A manager should always have in mind that motivators may change over time due to environmental influences and the individuals life cycle. It is also note-worthy that, until basic needs are satisfied, people will not concentrate on high-level needs. However, there is little evidence that people must meet their needs in the same sequence of the hierarchy, for instance not all of them must gratify social needs such as affiliation and esteem before moving on to satisfy self-actualisation needs (Dalrymple, 1992). Furthermore, there are people for whom se lf-esteem is often more significant then love, however, for others creativeness is the priority. In this case, they are not searching for self-actualisation once they satisfied their basic needs. Others had such permanently low aspirations that they experienced life at a very basic level (Boddy, 2002). In other words, it is of great significance that human beings always have a variety of needs (Kondo, 1995). Clayton Alderfer- Existence Relatedness Growth (ERG) Theory The following theory provided by Clayton Alderfer (1969) was based on Maslows research and focuses on three needs: existence, relatedness and growth. His work was built on Maslows ideas, however, he presented an alternative to them. He created and researched his theory in questionnaires as well as interview-based studies conducted in five organisations such as: bank, a manufacturing firm, two colleges and a school. His existence needs are similar to Maslows physiological needs and to security needs such as: concern for losing the job and salary. They include physiological desires such as hunger and thirst which symbolise deficiencies in existence needs. Nevertheless, pay and benefits symbolise ways of satisfying material requirements (Dessler, 2004). Relatedness needs focus on relationships with important people such as: family, friends, but also bosses, subordinates, team members or customers. Additionally, they require interpersonal interaction to gratify the needs such as prestige and esteem from others. People gratify these needs by sharing thoughts and feelings. Moreover, acceptance, understanding, and confirmation are significant for satisfying relatedness needs (Boddy, 2002). Growth needs are approximately equal to Maslows needs for self-esteem and self-actualisation. People satisfy these needs if they deal with problems by using their skills or developing new talents (Alderfer, 1969). Maslows and Alderfer models can be distinguished in two major ways. Maslows created five sets of needs, while Alderfer formulated three. Moreover, Maslow claimed that each of the needs should be satisfied before moving to the next level of needs. However, Alderfer argued that existence, relatedness and growth needs are active simultaneously (Dessler, 2004). David McClelland- Need for Affiliation, Power and Achievement David McClelland (1961) examined the way people think in wide variety of situations. Moreover, he claimed that managers should satisfy employees higher-level needs. His research discovered three categories of human needs. They vary in degree in all employees and managers, and characterise style and behaviour. The need for affiliation means to develop and maintain interpersonal relationships. People who have the need for affiliation are motivated to maintain strong relationships with family and friends. In social meetings they attempt to create friendly atmosphere by being agreeable or providing emotional support (Litwin Stringer, 1968). The need for power means to be in a position to influence and control others. People with the need for power wish to influence others directly by providing opinions, making suggestions. They would find themselves as teachers or public speakers as well as leaders. However, the need for power depends on persons other needs. A person with a strong need for power but a low need for good relationships might turn into a dictator. Simultaneously, a person with strong needs for friendship might turn out to be a social worker or a cleric. McClelland assumed that a good manager is motivated by a regimented and regulated concern for influencing others (McClelland, 1995). It means that a good manager should have the need for power; however it always has to be under control. The need for achievement means taking personal responsibility and demonstrating successful results. People who have a strong need for achievement have a predisposition to reach a success, and they are searching for advancement at work. They possess the strong need to achieve satisfaction from challenging goal or task. These people prefer tasks in which success is reasonably achievable, consequently avoiding tasks which are too easy or too difficult (McClelland, 1961). To sum up, it is note-worthy that what is valuable to one person might mean nothing to another. One manager may aspire for promotion, while other is searching for stability and is more satisfied with a slower track. For some managers independence and autonomy are of great significance as they wish to work on their own, while others are more concerned with long-run career job security and also they wish to have stable future (Dessler, 2004). Frederick Herzberg Hygiene-Motivator (two-factor) Theory The following theory provided by Frederick Herzberg (1959) is Hygiene Motivation Theory. He split Maslows theory into lower-level (physiological, security, social) and higher-level (ego, self-actualisation) needs. According to the motivation theory proposed by Herzberg , motivation is managed by two different types of factors such as satisfiers and dissatisfiers. It seems that employees experience dissatisfaction with things such as low pay or noisy working environment and it is significant to eliminate these dissatisfiers. In turn, to motivate employees it is crucial to enrich daily work in satisfiers. Moreover, to motivate employees it is also significant to involve them in preparing working standards and setting work goals, precisely appraising their results, as well as rewarding them appropriately (Kondo, 1995). Herzberg conducted a research with 200 engineers and he focused on their experience of work. The respondents were asked not only to reminisce about a time when they had good time at work but they were also asked to bring back to memory a time when they felt bad at work and provide the background (Boddy, 2002). Research analysis demonstrated that when employees thought about good times they mentioned factors such as: recognition, achievements, responsibility, advancement, and personal growth, work itself, etc. However, when they were describing the bad time, they mentioned the following factors: supervision, company policy and administration, salary, working conditions, interpersonal relations, etc. Herzberg concluded that factors which generate dissatisfaction are hygiene factors and these satisfiers he called motivators, as they seemed to influence individual performance and effort (Herzberg, 1959). According to Herzebrg, it seems to be significant to motivate employees by creating challenges and opportunities for achievement. Consequently, dissatisfied personnel work with lower motivation and their Analysis of Staff Motivation Levels Analysis of Staff Motivation Levels Abstract The objective of this project is to investigate whether employees at WILO company are well motivated and if there is a need for improvement of the level of employee satisfaction in WILO subsidiaries in Poland and Hungary. This research study presents the methods of employee motivation and the rewarding system adopted by WILO company. This project is a result of a theoretical study of available literature as well as empirical research conducted at the company in order to analyse the effectiveness of the implemented methods and system. The analysis has also provided background for defining the role of managers and the required skills in the process of motivating employees. In addition, salary and benefits, good atmosphere, interesting job, professional development and job security have been tested and proved to be key motivating factors for both Polish and Hungary WILO employees. Nowadays in the increasingly competitive global economy it seems to be of great significance that motivated employees might turn into the source of the companys competitive advantage, especially in such areas as: quality, service and costs. Therefore, there seems to be a necessity to create a committed workforce, which is an investment for the future resulting in boosted efficiency, creativity, increased turnover, and subsequently a strong position of the company on the competitive market. PREFACE The current competitive business world is focused on fast development and sustainability of strong position on the market, therefore companies search for various ways of ensuring their success. The success of the business seems to be an outcome of the interaction between employees vs. customers, product and the organisation. Therefore, to create a business oriented company these three elements have to work out together to generate a profit for the organisation and financial benefits for employees. Hence, it is significant for an organisation to create a culture where employees would feel appreciated. This might be reached by providing rewards and incentives or benefits in return for their effective work. As a result of this, employees are expected to make efforts to accomplish objectives of an organisation. Background Employee motivation is a key factor in the success or failure of any organisation. In hard economic times, which require companies to face the need to increase both budget cuts and productivity, it appears crucial to maintain workers loyalty and motivate them continuously. Should an organisation omit to motivate its staff, less productivity may occur, morale is not high as well as products and services are of a lower standard. I have selected the topic of motivating and rewarding of employees as my interests are focused on motivation programmes and I wish to gain an improved understanding of the area of building employee engagement. Moreover, my choice was dictated by my willingness to develop a better understanding of what precisely could motivate employees in different subsidiaries at WILO company. Furthermore, I wish to concentrate on factors which could potentially encourage employees to be committed to work and develop a better atmosphere at a workplace. The objective of the study The main objective of the project is to investigate whether employees at WILO company are well motivated and if there is a need for improvement of the level of employee satisfaction in WILO subsidiaries in Poland and Hungary. Moreover, the goal of the research is to conduct a theoretical study of selected literature as well as empirical data collection by means of a survey, questionnaires and interviews at WILO company. I will also attempt to analyse the data to be aware of the current level of motivation as well as classify significant motivators for the Polish and Hungarian employees at WILO company. Finally I wish to draw a conclusion to improve the level of satisfaction and to build a better committed workforce. Summary The project has been divided into six chapters: Introduction to the study, literature review, WILO company motivation and compensation system, methodology, results of the survey, and conclusion. The literature of the field presents all manner of findings concerning solutions to the problem of motivating and rewarding employees. For the purpose of formulating the main concepts of my thesis, I reviewed a wide variety of relevant literature, which serves to provide a theoretical background to my study. First part of the literature review covers the definition of motivation as well as various theories of motivation. Moreover, I explore Maslows hierarchy of needs theory, in comparison with Herzbergs theory, Alderfer as well as McClelland theory and McGregor theory (Schermerhorn, 2005). Furthermore, I focus on personalities and behaviour of employees and cover various issues regarding motivation and compensation systems, techniques and tools, and, in addition, I wish to explore the role of a manager. The following part focuses on a motivation and compensation system at WILO company. I will attempt to present the way of motivating and rewarding employees at WILO company as well as the benefits and perks received by WILO employees. Furthermore, I introduce the training system which is applied at WILO to boost productivity. The thesis will consist of two parts, that is a theoretical and a practical one. In the theoretical part of my thesis, I intend to examine selected literature of the field in order to present possible ways of motivating and rewarding. In the practical part of my thesis, I will conduct a research whose purpose is to analyse empirical data extracted by means of questionnaires carried out in the Polish and Hungarian subsidiaries of WILO company. My study will explore the role of leadership in the process of motivation and methods of improving working conditions, by means of bonuses provided by the company. Finally, I draw a conclusion and discover crucial findings regarding motivation and compensation of the Polish and Hungarian subsidiaries of WILO company. Motivating and rewarding employees is one of the most significant and the most challenging activities that managers perform. Managers invariably debate on ways of motivating, thus we are in a position to find numerous views and speculations regarding this topic. It appears to be crucial to demonstrate briefly paramount ideas regarding motivation and rewarding of employees, presented by different authors. Moreover, both academic researchers as well as practicing managers have attempted to understand and explain the problem of employee motivation for years (Robbins, Coulter, 2003 p. 425). Furthermore, effective managers who expect from their employees the maximum effort recognise that they are required to be familiar with the way employees are motivated as well as to modify their motivational practices to satisfy their needs. Chapter Two Literature Review Definition of Motivation There is hardly anything more frustrating than working hard, meeting or exceeding expectations and discovering that it doesnt matter to your company. You get nothing special, or you get what everyone else does. People need to get differentiated rewards and recognition to be motivated. (Jack Welch, 2005:107). There seems to be a wide variety of definitions of motivation. It is a term originally descended from the Latin word movere, which means to move (Rue, Byars, 2000). However, it has been extended to include the various factors by which human behaviour is triggered (Campbell Pritchard, 1976). What is interesting, the concept of the motivation was already well-known in ancient times as, for instance, Egyptian pyramids or the Great Wall in China without motivation and determination would not exist. It should be borne in mind that the problem of motivation is not a current development. Research conducted by William James in the late 1800s pointed out the significance of motivation. He assumed that hourly employees might keep their jobs by applying approximately 20 to 30 percent of their ability. Moreover, he found that highly motivated workers will perform at approximately 80 to 90 percent of their ability. Consequently, highly motivated employees are in a position to increase in performance as well as significantly decrease in problems such as turnover, strikes, absenteeism (Rue, Byars, 2000). As expressed by the 34th American president Dwight D. Eisenhower: Motivation is the art of getting people to do what you want them to do because they want to do it. Motivation might be analysed by the following sequence: Consequently, in motivation needs create motives, which lead to the accomplishment of goals. Moreover, a motive is a stimulus which leads to an action that satisfies the need, which means that motives create actions. When employees achieve the goals, they satisfy the needs and simultaneously decrease the motive. Nonetheless, it might occur that other needs may arise. Understanding the motivation sequence provides managers with slight help in determining what motivates employees (Rue, Byars, 2000). Nowadays it is extremely important to have motivated employees in every organisation. While non-motivated employees will not provide good service, they are likely to make mistakes and the reputation of the organisation may suffer as a result. Therefore, all businesses need enthusiastic and committed employees who work to support organisational goals. What is important, motivation occurs within people; therefore work needs to meet their goals as well. Additionally, people have different motivation, consequently a reward that is attractive to one employee might be unimportant to another (Boddy, 2002). Moreover, one of the paramount factors which has an impact on efficiency and effectiveness of employees work as well as how they organise time at work is their motivation (Bruce and Pepitone, 2001). While, as claimed by Forsyth (2001), non-motivated employees tend to spend more time on breaks, surfing the internet or private discussion. Nevertheless, motivation commences with employee engagement, and engagement starts with effective communication skills. As mentioned by Jack Welch, former CEO of General Electric (GE) and current Business Week columnist, no company, large or small, can succeed over the long run without energised employees who believe in the mission and understand how to achieve it. It is also worth mentioning that three main words in this quotation remain the secret to motivating employees: energised, believe, understand (Gallo, 2008). Moreover, according to Carmine Gallo (2008), successful companies have employees who believe in their mission. As emphasised by Scott Cook (INTU), people want more than a paycheck. They want to feel as though they are part of something bigger than themselves. When discussing motivation, not only should we mention a different management style adopted in Europe in comparison to Asia and America, but also the differences between companies in the same country or even differences between workplaces in the same company. To understand better what precisely could motivate employees I will attempt to explore what motivation means in general. As claimed by Dessler (2004), a motive is an incentive that stimulates the person into the action or provides direction as well as hints to action. However, Robbins and Coulter (2003) presented a different view. They claim that motivation is the willingness which brings out high levels of strivings to achieve goals as well as to satisfy individual needs. What is more, studies conducted by Schermerhorn (2005), also provide a valuable input. He argues that motivation is in charge of the standard, direction, as well as tenacity of effort developed at the workplace. Moreover, in order to understand motivation, it is essential to understand human nature as it might be very simple or very complex at the same time. Hence, understanding the human nature is significant for effective motivation of employees at the workplace. Gary Dessler (2004) argues that motivation is the intensity of an employee desire to engage in some actions. However, Buford, Bedeian Lindner (1995) stated that motivation is a tendency to behave in an intentional manner to fulfil particular and insatiable needs. Nevertheless, Kreitner (1995) presented a different view. According to his statement, motivation is a psychological process that provides behaviour aim and direction. Furthermore, as defined by John Schermerhorn (2005) and subsequently supported by Stephen Robbins and Mary Coulter (2003), motivation is the willingness which presents the level, direction, and perseverance of effort expanded at work to satisfy some individual needs. As claimed by Kondo (1995), motivating the employees is one of the numerous conditions and policies recognised to achieve the objectives of each company. Moreover, people involved in a task have to be sufficiently motivated to overcome all difficulties. Therefore, by saying, a company is its people it is meant that () people are our most important assets (Schermerhorn, 2005). This statement demonstrates that a proper approach to people in an organisation is extremely important, that is, if managers treat employees appropriately, they will be repaid with effective work. What is important, even if we create an outstanding organisation, it will not be effective and even counter-productive if the employees lack motivation (Kondo, 1995). To conclude, highly motivated employees seem to be the most important assets for owners, chairmen, managers. Otherwise the productivity of the employees and the costs of the production will dramatically deteriorate. Personality and behaviour of employees It is commonly known that people differ in characters, abilities, values, behaviour, and needs. Moreover, different actions cause various reactions on people. One employee might jump whenever the boss wishes, while the other would not execute this order (Dessler, 2004). For a manager it is significant to be familiar with how to manage different personalities as ineffective management of a team with different personalities as well as working styles might lead to a failure of a particular project. As stated by Schermerhorn (2005) personality is the mixture or overall profile of characteristics that causes one person to stand out from all others. personality As claimed by Carl Jung, the Myers-Briggs Type Indicator (MBTI) is a popular tool for measuring personality. This system is helpful for organisations to be familiar with the working styles of employees, balance teams and avoid conflicts. According to Myers-Briggs, assessment characteristics of personality are classified as: Introvert/Extrovert; Sensing/Intuition; Thinking/Feeling; and Judging/Perceiving. The MBTI questionnaires categorised people into 16 personality types along four scales (Mutchler, 1998). Employees who possess the introvert personality tend to be introspective, they are often an analytical and scrupulous team member. However, extroverts are active as well as easy-going and comfortable with expressing their ideas openly. The sensing/intuition personalities tend to measure process of information. A sensing person seems to be visual and fact-oriented, whereas an intuitive person has a tendency to be more open and creative. The thinking/feeling type of personalities refers to the decisions making. Thinkers draw conclusions based on external standards and regulations, however, feelers are more focused on protecting feelings and values. As team members, feelers might consolidate people, while thinkers are successful in expressing logical reasons behind decisions. Finally, judging/perceiving concerns the approach people have to their life. People with judging personality tend to be well organised and they know what to do about their daily activities, while people with perceiving personalities are more flexible and spontaneous. It is note-worthy that every team is enriched by diversity, therefore, a range of personalities might create a stronger team. Moreover, the diversity of the team might bring into a project different ideas, which is bound to increase performance and creativity of the team (Boddy, 2002). On the other hand, as claimed by Gary Dessler (2004) and illustrated in Figure 4. psychologists, nowadays emphasise the big five personality traits as they apply to such behaviour at work as extroversion, emotional stability, agreeableness, conscientiousness and openness to experience. Extroversion is personality where a person is outgoing, assertive and friendly. While emotional stability names someone who is relaxed, calm and secure. Moreover, this person is emotionally stable and confident. Agreeableness, in turn, is someone who is good-natured, cooperative and trusting. Furthermore, a person who possesses an agreeable personality is also in good relationships with others, and a disagreeable person generates conflicts and discomfort for others. The following personality is called conscientiousness. An employee with this character trait is responsible, trustworthy and careful. On the other hand, a person who lacks conscientiousness is careless and often doing little. Finally, openn ess is the degree, to which someone is curious, open to new idea and creative. What is more, an open person is tolerant, open to change and receptive to new things. Moreover a person who lacks openness is resistant to change, narrow-minded and has limited sources of interests (Schermerhorn, 2005). Many studies conclude that these five traits signify the essential structure of personality, and therefore influence how the person behaves (Beck, 2000). In addition, personality traits are not the only one factor which is responsible for persons behaviour at work. Therefore, individual differences in abilities also influence workers behaviour and performance (McCormick and Tiffin, 1974). To perform the work successfully every employee needs to possess appropriate abilities. However, even the most competent employee will not perform the task successfully without motivation. Therefore, Performance = Ability x Motivation (Dessler, 2004). As claimed by Richard Field (2002) the main goal of attitudes is information of how to act with regard to other person. Moreover, attitudes are significant in organisations as they affect behaviour. Additionally, we may distinguish three parts of work attitudes that are the affective, such as what the employee feels about work, as well as the cognitive attitude- what the employee thinks about the work and the international- what actions is the employee planning to perform at work. Moreover, the job satisfaction is influenced by both the work environment and by the employees personal traits. It has been assessed that the individuals personality constitute between 10% and 30% of employees job satisfaction, however, 40% to 60% of the discrepancy in job satisfaction is motivated by situational factors. Furthermore, the interaction between personality and the situation constituted between 10% and 20% (Field, 2002). Theories of Motivation There are numerous motivation theories, however, the universal theory of motivation, which can explain all its aspects does not exist as each person is unique and has different needs and expectations. Managers have for ages attempted to understand why for one person work is enthusiastic and challenging, and means a possibility to improve the ability, while for other person work is something which you have to perform, as compulsion to survive and for living in a good condition. Theories of motivation focused on how managers might motivate their subordinates. However, they also have to motivate other people such as colleagues, consumers, or other managers. Psychologists created three main approaches when studied what motivates employees such as the need-based, process based and learning/reinforcement-based approaches. Need-based Approaches to Motivation Need-based approaches to motivation concentrate on how needs trigger people to act the way they act as well as which needs are the most significant for each person. The most common theories of motivation are: Maslows Hierarchy of Needs Theory, Herzbergs theory, McClelland theory and McGregor theory. Scientists generally commence most discussions concerning motivation by explaining individual needs; therefore, as claimed by Schermerhorn (2005), a need is an unmet desire. An extremely significant and generally known theory of motivation is Maslows needs-hierarchy theory. Abraham Maslow a hierarchy of needs Abraham Maslow was an American clinical psychologist, who formed a theory of human motivation to understand the needs of his patients. This model suggests that people have different types of needs. He also found it useful to investigate data and observations of Douglas McGregor theory. He proved that the lower-order needs are leading until they are at least partly satisfied (Maslow, 1970). On the basis of this theory, an unsatisfied need can change a persons behaviour while a satisfied one can be a motivator of immediate action. As illustrated in Figure 5, Maslow argued that there is a hierarchy of five levels of needs. Starting from the lowest one, we may distinguish needs such as physiological, security, social, self-esteem and self-actualisation. Physiological needs are the needs essential for survival, such as: food, water, shelter and clothing. These needs may be satisfied in an organisation by monetary compensation. Maslow proved that if these basic needs are unsatisfied, people will focus on activities that allow them to obtain the necessity of life. If they do not fulfil these basic needs, they will not strive to reach the higher needs (Boddy, 2002). However, if the physiological needs are gratified, new needs would appear which he called security needs. These needs provide such values as: security, protection, stability, dependency (Maslow, 1970). They protect from fears, anxiety and chaos. In the event of this need being paramount for a person, a stable and regular job with secure working conditions may satisfy them. A company may meet these needs by medical or retirement benefits. The following need is belongingness which may be reached by assuring a place in the group or family. This need triggers affection and love and also requires closeness and cooperation with other people. This is the desire for acceptance and approval by friends and co-workers (Boddy, 2002). Maslow discovered that a wide variety of people possess self- esteem needs, which means self-respect and the respect of others. Self-respect is gratified when people have a sense of achievement, confidence, adequacy and competence. Moreover, people search for the respect of others, a desire for reputation in the eyes of other people such as prestige, status, attention and recognition. They wish to be noticed by others. In most cases they take challenging or difficult tasks just to demonstrate that they are good at their job. This behaviour gives them respect and status. To motivate employees through satisfying those needs, management may offer them recognition awards. Finally, Maslow named the paramount range of needs as self-actualisation, which provides the desire for self-fulfilment as well as potential. Maslows pointed out that this need only begins to dominate when the all lower-level needs have been relatively satisfied. People who wish to gratify self-actualisation needs will search for personal relevance in their work. They are more willing to value new responsibilities to realise their potential and also develop new talents, skills or horizons (Boddy, 2002). Unfortunately, on this level it is almost impossible to satisfy a person completely as this refers to the feeling of self-fulfilment and the realisation of ones potential, which become higher and higher during persons development. This need may be gratified by paying attention to allowing a person to participate in seminars or temporary assignments to special projects. Maslows hierarchy of needs model is referred to as a content theory, it focuses on what will motivate a person without exactly explaining why an individual is motivated. It is not a complete model of human motivation, but it does demonstrate how managers can approach the basic needs of their employees (Alderfer, 1969). Moreover, it suggests that there are significant differences among people in terms of the needs they may wish to satisfy. A manager should always have in mind that motivators may change over time due to environmental influences and the individuals life cycle. It is also note-worthy that, until basic needs are satisfied, people will not concentrate on high-level needs. However, there is little evidence that people must meet their needs in the same sequence of the hierarchy, for instance not all of them must gratify social needs such as affiliation and esteem before moving on to satisfy self-actualisation needs (Dalrymple, 1992). Furthermore, there are people for whom se lf-esteem is often more significant then love, however, for others creativeness is the priority. In this case, they are not searching for self-actualisation once they satisfied their basic needs. Others had such permanently low aspirations that they experienced life at a very basic level (Boddy, 2002). In other words, it is of great significance that human beings always have a variety of needs (Kondo, 1995). Clayton Alderfer- Existence Relatedness Growth (ERG) Theory The following theory provided by Clayton Alderfer (1969) was based on Maslows research and focuses on three needs: existence, relatedness and growth. His work was built on Maslows ideas, however, he presented an alternative to them. He created and researched his theory in questionnaires as well as interview-based studies conducted in five organisations such as: bank, a manufacturing firm, two colleges and a school. His existence needs are similar to Maslows physiological needs and to security needs such as: concern for losing the job and salary. They include physiological desires such as hunger and thirst which symbolise deficiencies in existence needs. Nevertheless, pay and benefits symbolise ways of satisfying material requirements (Dessler, 2004). Relatedness needs focus on relationships with important people such as: family, friends, but also bosses, subordinates, team members or customers. Additionally, they require interpersonal interaction to gratify the needs such as prestige and esteem from others. People gratify these needs by sharing thoughts and feelings. Moreover, acceptance, understanding, and confirmation are significant for satisfying relatedness needs (Boddy, 2002). Growth needs are approximately equal to Maslows needs for self-esteem and self-actualisation. People satisfy these needs if they deal with problems by using their skills or developing new talents (Alderfer, 1969). Maslows and Alderfer models can be distinguished in two major ways. Maslows created five sets of needs, while Alderfer formulated three. Moreover, Maslow claimed that each of the needs should be satisfied before moving to the next level of needs. However, Alderfer argued that existence, relatedness and growth needs are active simultaneously (Dessler, 2004). David McClelland- Need for Affiliation, Power and Achievement David McClelland (1961) examined the way people think in wide variety of situations. Moreover, he claimed that managers should satisfy employees higher-level needs. His research discovered three categories of human needs. They vary in degree in all employees and managers, and characterise style and behaviour. The need for affiliation means to develop and maintain interpersonal relationships. People who have the need for affiliation are motivated to maintain strong relationships with family and friends. In social meetings they attempt to create friendly atmosphere by being agreeable or providing emotional support (Litwin Stringer, 1968). The need for power means to be in a position to influence and control others. People with the need for power wish to influence others directly by providing opinions, making suggestions. They would find themselves as teachers or public speakers as well as leaders. However, the need for power depends on persons other needs. A person with a strong need for power but a low need for good relationships might turn into a dictator. Simultaneously, a person with strong needs for friendship might turn out to be a social worker or a cleric. McClelland assumed that a good manager is motivated by a regimented and regulated concern for influencing others (McClelland, 1995). It means that a good manager should have the need for power; however it always has to be under control. The need for achievement means taking personal responsibility and demonstrating successful results. People who have a strong need for achievement have a predisposition to reach a success, and they are searching for advancement at work. They possess the strong need to achieve satisfaction from challenging goal or task. These people prefer tasks in which success is reasonably achievable, consequently avoiding tasks which are too easy or too difficult (McClelland, 1961). To sum up, it is note-worthy that what is valuable to one person might mean nothing to another. One manager may aspire for promotion, while other is searching for stability and is more satisfied with a slower track. For some managers independence and autonomy are of great significance as they wish to work on their own, while others are more concerned with long-run career job security and also they wish to have stable future (Dessler, 2004). Frederick Herzberg Hygiene-Motivator (two-factor) Theory The following theory provided by Frederick Herzberg (1959) is Hygiene Motivation Theory. He split Maslows theory into lower-level (physiological, security, social) and higher-level (ego, self-actualisation) needs. According to the motivation theory proposed by Herzberg , motivation is managed by two different types of factors such as satisfiers and dissatisfiers. It seems that employees experience dissatisfaction with things such as low pay or noisy working environment and it is significant to eliminate these dissatisfiers. In turn, to motivate employees it is crucial to enrich daily work in satisfiers. Moreover, to motivate employees it is also significant to involve them in preparing working standards and setting work goals, precisely appraising their results, as well as rewarding them appropriately (Kondo, 1995). Herzberg conducted a research with 200 engineers and he focused on their experience of work. The respondents were asked not only to reminisce about a time when they had good time at work but they were also asked to bring back to memory a time when they felt bad at work and provide the background (Boddy, 2002). Research analysis demonstrated that when employees thought about good times they mentioned factors such as: recognition, achievements, responsibility, advancement, and personal growth, work itself, etc. However, when they were describing the bad time, they mentioned the following factors: supervision, company policy and administration, salary, working conditions, interpersonal relations, etc. Herzberg concluded that factors which generate dissatisfaction are hygiene factors and these satisfiers he called motivators, as they seemed to influence individual performance and effort (Herzberg, 1959). According to Herzebrg, it seems to be significant to motivate employees by creating challenges and opportunities for achievement. Consequently, dissatisfied personnel work with lower motivation and their