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1. INTRODUCTIONIn my research-oriented assignment I have discussed the contemporary view of motivation, and how it can be used in an organization. For this purpose I have studied and analyzed the techniques being used by ABM Data Systems (Private) Limited, and finally, I have made some recommendations for improvement in the organization.1.1 MOTIVATIONThe willingness to exert high levels of effort to reach organizationalgoals,conditioned by the effort's abiltiy to satisfy some individual need.1.2 INTRODUCTION TO TOPIC

Motivation is a general term applying to the entire class of drives,desires,needs,wishes,and similar forces.to say that managers motivate their subordinates is to say that they do these things which they hope will satisfy these drives and desires and induce the subordinates is to say that they to act in a desired manner. THE MOTIVATION PROCESS

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The Motivation ProcessThe Motivation Process

Un-satisfied

needTension Drives Search

behaviorSatisfied

need

Reductionof

tension

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a need refers to some internal state that certain outcomes appear attractive.an unsatisfied need creates tension that stimulates drives within an Individual.these drives lead to search behavior to find particulars goals that,If attained,will satisfy the need and reduce the tension.we can say that motivated employees are In a state of tension.to relieve this tension,they exert effort.the greater the tension,the higher the effort level.If this effort leads to need satisfaction,It reduces tension.because we're Interested In work behavior,this tension-reduction effort must also be directed toward organizational goals.Therefore,Inherent In our defination of motivation Is the requuirement that the Individual's need be compatible with the organizational's goals.when the two don't match,Individuals may exert high levels of effort that run counter to the Interests of the organization.Incidentally,this Isn't all that unusual.some employees regularly spend a lot of time talking with friends at work to satisy their social need.There's a high level of effort but little being done In the way of work.1.4 EARLY THEORIES OF MOTIVATION

ABRAHAM MASLOW’S THEORY

Abraham Maslow's theory is based on the arguments that human needs can be divided into five categories and that people progress up the needs hierarchy as each level is satisfied. Employees seek a variety of rewards to satisfy these needs on the job. The five categories of needs in a hierarchy including items are shown in the next page:

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Hierarchy with five items ofhuman needs

Self actualization

Esteem

Love/Social

Safety

Physiological

growth, advancement, creativity

self-esteem, prestige, status

love, affection, sense of belonging

safety, security, stability

food, water, shelter

Satisfaction of needs

FREDERICK HERZBER’S THEORY

After the Abraham Maslow's theory, Frederick Herzberg proposed the two-factor theory of need that suggests that job dissatisfaction and lack of motivation are derived from factors entirely separate from the factors that affect satisfaction and motivation. The two distinct sets of motivational factors are:

1 - HYGIENE FACTORS which influenced dissatisfaction;

2 - MOTIVATION FACTORS which influenced satisfaction.

The above factors with items illustrated in the next page:

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FREDERICK HERZBERG’S THEORY

SATISFACTION OF NEEDS

* Work itself - Challenging * Added responsibility * Opportunity for advancement * Management recognition for good work * Opportunity for personal growth

MOTIVATORS

* Money & compensation * Personal Life * Working conditions * Working relationships * Status * Job Security * Company Policy & Admin. * Quality & supervision comparing

HYGIENE FACTORS

HerzbergHerzberg’’ssMotivationMotivation--HygieneHygieneMotivators Hygiene Factors

Extremely satisfied Neutral Extremely dissatisfied

•Achievement•Recognition•Work itself•Responsibility•Advancement•Growth

•Supervision•Company policy•Relationship withsupervisor

•Working conditions•Salary•Relationship with peers•Personal life•Relationship withsubordinates

•Status•Security

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THEORY X The assumption that employees dislike work,are lazy,avoid responsibility,and must be coerced to perform.

THEORY Y The assumption that employees are creative,enjoy work,seek responsibility,and can exercise self-direction.

Dislike WorkDislike Work

Enjoy WorkEnjoy Work

Avoid ResponsibilityAvoid Responsibility

Little AmbitionLittle Ambition

Theory XWorkersTheory XWorkers

Accept ResponsibilityAccept Responsibility

Self-DirectedSelf-Directed

Theory YWorkersTheory YWorkers

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CONTEMPORARY THEORIES OF MOTIVATION

Current Theories of Motivation The Big Picture

Theory Difference in Levels of Motivation Due To:

Three Needs Theory Different needs

Goal-setting Theory How set goals

Reinforcement Theory Reinforcement received along the way

Job Characteristics Model How job is designed

Expectancy Theory Liklihood of achieving goal, and attractiveness of goal

Equity Theory Your level of effort compared to that of others

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1:THREE NEEDS THEORYDavid McCelland and others have proposed the three needs theory,which says there are three needs that are major motivates in work.these three needs include the need for achievement(nAch), which is the drive to excel,to achieve in relation to a set of standards,and to strive to succeed;the need for power(nPow) ,which is need to make others behave in a way that they would not have behaved otherwise;and the need for affliation(nAff), which is the desire of friendly and close interpersonal relationships.

NEEDS for achievement(nAch)The drive to excel,to achieve in relation to a set of standards,and to strive to succeed.

NEEDS for power(nPow)The need to make others behave in a way that they would not have behaved otherwise.

NEEDS for affiliation(nAff)The desir for friendly and close interpersonal relationships.

The ThreeNeeds Theory

The ThreeNeeds Theory

Affiliation(nAff)

Affiliation(nAff)

Achievement(aAch)

Achievement(aAch)

Power(nPow)Power(nPow)

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2:GOAL-SETTING THEORYThe proposition that specific goals increase performance and that difficult goals,when accepted,result in higher performance than do easy goals.

Goal-Setting Theory

• Specific• Difficult but reachable• Two factors that influence:

– Goal commitment• Go public• Internal locus of control• Self-set

– Self-efficacy

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3: REINFORCEMENT THEORYThe theory that behavior is a function of its consequences

Reinforcers

Any consequence immediately following a response that increases the probability that the behavior will be repeated.

No RewardsBehavior

Rewards

Punishment

Reinforcement Theory

Behavior

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4: JOB CHARECTERISTICS MODEL(JCM)

A frame work for analyzing and designing jobs that identifies five primary job characteristics,their interrelationships,and their impact on outcomes.According to (JCM), any job can be described in terms of five core dimensions,defined as follows:

SKILL VARIETYThe degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents. TASK IDENTITYThe degree to which a job requires completion of whole and identifiable piece of work. TASK SIGNIFICANCEThe degree to which a job has a substantial impact on the lives or work of other people. AUTONOMYThe degree to which a job provides substantial freedom,independence,and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out. FEEDBACKThe degree to which carrying out work activities required by a job results in the individual’s obtaining direct and clear information about his or her performance effectiveness.

Designing Motivating Jobs

Number of Tasks

Frequency of Tasks

Employee Control

Feedback

JobEnrichment

Scope Depth

JobEnlargement

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Guidelines for Job RedesignGuidelines for Job Redesign

Establishing client relationships

Vertical loading

Opening feedback channels

Forming natural work units

Combining tasks

Suggested Action

Skill variety

Task identity

Task significance

Autonomy

Feedback

Core Job Dimensions

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5:EQUITY THEORYThe that an employee compares his or her job’s inputs-outcomes ratio with that of relevant others and then corrects any inequity.

Equity Theory

1) Compute your input/output ratio

2) Compare your ratio to others’ratio

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6:EXPECTANCY THEORYThe theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.it includes three variables or relationships1.Expectancy or effort-performance linkage is the probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance.

2.instrumentality or performance-reward linkage is the degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome.

3.Valence or attractiveness of reward is the importance that the individual places on the potential outcome or reward that can be achieved on the job.Valance considers both the goals and needs of the individual.

Expectancy Theory

1) How hard do I have to work?

2) What are the chances of reaching the goal?

3) How attractive is the goal?

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2 INTRODUCTION TO THE ORGANIZATION

I have selected ABM Data Systems (Private) Limited, for my study in this report. ABM Data Systems was incorporated as a private limited company in January 1983 in Pakistan. Its Registered Office is situated at Karachi. Its promoters belongs to an established business house of Pakistan namely International Industries Limited (IIL). In 1985, ABM established a regional office at Islamabad, and later another regional office was opened at Lahore. Now, ABM is a leading firm in computer industry of Pakistan with over 150 employees and a customer base of over 5000 sites, which includes many well-reputed organizations.

F I E L D S T U D Y

2.1 OBJECTIVES AND FUNCTIONS

The basic objective of the company is to offer computer hardware, software, and consultancy solutions and services to the organizations and individuals. In particular, the following objectives and functions have been established:

• Sale of mini, micro, and laptop computers.

• Sale of peripheral devices like printers, plotters, scanners, compact disk drives, digitizers, tape drives, video projectors/display systems etc.

• Sale of computer accessories like upgrading products, networking and communication products.

• Sale of computer-related consumable items like ribbons, ink cartridges, toners, diskettes, tape cassettes etc.

• After sales service of computer equipment to the customers.

• Walk-in repair service.

• On call repair and maintenance services.

• Networking services (Local Area and Wide Area Network design, installation, and maintenance).

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• Upsizing and downsizing services.

• Data acquisition and control services.

• Training in standard software packages and systems.

• Software consultancy and development services.

2.2 LOCATIONS OF OFFICES

ABM has three offices in the country, viz. Karachi, Lahore, and Islamabad. The addresses of these offices are as below:

Head office: ABM Data Systems (Private) Limited197/5, Ground FloorPakistan Red Crescent BuildingDr. Daudpota RoadKarachi.

Branch offices: ABM Data Systems (Private) LimitedGhani ChambersLink McLeod RoadLahore.

ABM Data Systems (Private) Limited14-Y, Johar RoadMarkaz F-8Islamabad.

The offices are geographically positioned in such a way that the head office covers the southern region of the country while branch offices cover the northern region of the country. In particular, the Karachi office covers the provinces of Sindh and Baluchistan; the Lahore office provides support and services to middle and southern Punjab province, i.e. cities of Faisalabad, Lahore, Multan, etc.; and the Islamabad office provides support and services to the northern Punjab, Islamabad, NWFP, and Azad Kashmir.

2.3 ORGANIZATIONAL HIERARCHY

The company’s board of directors consists of four directors:

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The Karachi and Islamabad offices are each headed by a General Manager, whereas the Lahore office is led by a Resident Manager. The organizational hierarchy at each of these three offices is given at Appendix-1.

2.4 PRINCIPALS

The following manufacturers of computer hardware, software and networking products are ABM’s principals:

• Artisoft Inc.• AST Research Inc.• COGNOS Inc.• Colorado Memory Systems• Compaq Computer Corporation• Data General Corporation• Gateway Communications Inc.• Seiko Epson Corporation• TeleVideo Systems Inc.• Telex Communications Inc.

2.5 PRODUCTS OFFERED

< Computer systems and peripherals< Networks< Projection systems< Application software

2.6 SERVICES OFFERED

• Installation of computer systems and peripherals

• Preventive and corrective maintenance services (on-site and in lab.)

• Network design, installation and maintenance

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• Software consultancy and development services

• Software training

2.7 RESOURCES

< Human resources< Test/repair laboratories< Technical literature< Parts inventory< Backup equipment< Support from head office< Training and support from principals

2.8 COMMUNICATION CHANNELS

• Written (letters, memoranda etc.)• Telephone• Fax• Email• BBS (Bulletin Board Service)• Mass communication media

2.9 MARKET STATUS

< Acknowledged as one of the leading computer vendors.

< Leading service provider in Pakistan’s IT industry.

< Largest base of contract and warranty customers.

< Authorized repair center in Pakistan for AST, Epson, and Compaq products.

< Sole distributor in Pakistan for sale and service of Epson products.

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3. ANALYSIS OF THE ORGANIZATION

3.1 ROLE OF ABM’S MANAGEMENT TO MOTIVATE THEIR EMPLOYEES

3.1.1 TOP MANAGEMENT

This organization is one of the group of organizations of a very old and established business group in Pakistan namely International Industries Limited. Style of their management is based on our business culture i.e., they are Benevolent Autocrate Leaders. They listen their followers carefully, gives the impression of being democratic but always makes their own personal decisions. Their highest concern concentrates on production and lowest is for their sub-ordinates.

3.1.2 MIDDLE MANAGEMENT

Middle management are managers of their offices who are dealing persons with their customers. They are well educated and expert in their technical field. They lead the organization as democratic and participative leaders. They have comfortable concern with both production and subordinates.

3.2 STRENGTH

3.2.1. 22 YEARS IN INFORMATION TECHNOLOGY

This year ABM Group is celebrating 22 years in information technology.

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3.2.2 TOP MANAGEMENT IN TOUCH WITH THEIR MANAGERS

Executive Directors frequently meet with their managers to keep them up-to-date with the decisions and their implementation.

3.2.3 DECORATION OF OFFICES

Offices are well decorated and everything of modern technology used in businesses are available for easy and fast approach and to impress their customers.

3.3 WEAKNESSES

3.3.1. AUTHORITARIAN LEADERSHIP

Due to the style and behaviour of the top management, they are facing some problems in human resources management. Some are identified in the following lines:

• Manager of Islamabad Regional Office has left the office.

• Five personnel of technical and sales departments have also left the office.

• Ex-Manager has started its own business in the relevant field in Blue Area, Islamabad and influencing with his old contacts and expertise.

Due to the above stated changes the new management of the organization also facing problems in the market.

3.3.2 COMPLAINTS ON DELAY IN DEVELOPMENT OF SOFTWARE PROJECTS

Many complaints are based on delay in development of software projects A lose plan of action is prepared and followed, due to which often projects are unnecessarily delayed, and no corrective measure has been taken to control the time period of

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projects. Due to this weak aspect of the company, it suffered heavy losses in terms of revenue as well as in terms of its reputation, in the field of software development.

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4. SUGGESTIONS FOR IMPROVEMENT

4.1 CHANGE IN MANAGEMENT STYLE

The top management should change their behavioural style towards balancing the necessity to get out work with maintaining morale of subordinates at a satisfactory level. Top management this task can be achieved by sharing power, information and rewards with human resources. This act will not only give a boost to human resources management but also it will be better for the achievement of organization goal.

4.2 GOOD PLANNING IN DEVELOPMENT OF SOFTWARE

This is the function of planning and it is the most basic of all the managerial functions. The manager does plan but at times may fail to maintain or improve the ability to achieve goals because of his inability to develop strategies that will result in optimum contribution of all organizational resources. He is either careless or unable to recognize opportunities and is unaware about the market, competition, what customers want, the organization’s strengths and weaknesses. It is also true that the delays in software projects are almost always caused by certain uncontrollable factors. Some times activities are completely out of the company’s control due to non-cooperation of the client’s staff members as well as some times programming errors may become difficult to detect.

To overcome these difficulties, an agreement should be undertaken with the client, before taking on a software project. The software services agreement should specify time limits for each party (the company as well as the client), and penal terms for violations.

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APPENDIX - I

ABM DATA SYSTEMS (PVT) LIMITED

BOARD OF DIRECTORS

CHIEF EXECUTIVE

EXECUTIVEDIRECTOR

EXECUTIVEDIRECTOR

EXECUTIVEDIRECTOR

GENERAL MANAGER ISLAMABAD OFFICE

GENERAL MANAGER KARACHI OFFICE

RESIDENT MANAGER LAHORE OFFICE

MARKETING DEPTT.

SALES DEPTT.

SERVICE DEPTT.

MARKETING DEPTT.

SALES & SER. DEPTT.

MARKETING DEPTT.

SALES & SER. DEPTT.

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