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    Reflection Paper Hbo

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    Uricca Mari Briones Sarmiento
    This document discusses leadership and motivation. It begins by questioning whether leaders are born or made, and whether leadership can be taught. It notes that views have changed from the idea that leaders are innate to recognizing that most learn leadership skills. The document then discusses the challenges modern leaders face with increased uncertainty and information. Regarding motivation, it states that motivation propels action and that managers use goals and rewards to increase employee motivation. Rewards are most effective when they recognize good performance and encourage its repetition. The document advocates for clear performance standards to motivate employees to meet customer expectations.

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    Reflection Paper Hbo

    Uploaded by

    Uricca Mari Briones Sarmiento
    397 views4 pages
    This document discusses leadership and motivation. It begins by questioning whether leaders are born or made, and whether leadership can be taught. It notes that views have changed from the idea that leaders are innate to recognizing that most learn leadership skills. The document then discusses the challenges modern leaders face with increased uncertainty and information. Regarding motivation, it states that motivation propels action and that managers use goals and rewards to increase employee motivation. Rewards are most effective when they recognize good performance and encourage its repetition. The document advocates for clear performance standards to motivate employees to meet customer expectations.

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    reflection paper on hbo

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    This document discusses leadership and motivation. It begins by questioning whether leaders are born or made, and whether leadership can be taught. It notes that views have changed from the idea that leaders are innate to recognizing that most learn leadership skills. The document then discusses the challenges modern leaders face with increased uncertainty and information. Regarding motivation, it states that motivation propels action and that managers use goals and rewards to increase employee motivation. Rewards are most effective when they recognize good performance and encourage its repetition. The document advocates for clear performance standards to motivate employees to meet customer expectations.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    397 views4 pages

    Reflection Paper Hbo

    Uploaded by

    Uricca Mari Briones Sarmiento
    This document discusses leadership and motivation. It begins by questioning whether leaders are born or made, and whether leadership can be taught. It notes that views have changed from the idea that leaders are innate to recognizing that most learn leadership skills. The document then discusses the challenges modern leaders face with increased uncertainty and information. Regarding motivation, it states that motivation propels action and that managers use goals and rewards to increase employee motivation. Rewards are most effective when they recognize good performance and encourage its repetition. The document advocates for clear performance standards to motivate employees to meet customer expectations.

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    © All Rights Reserved
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    You are on page 1of 4

    REACTION PAPER

    ON
    LEADERSHIP

    Submitted by:

    Uricca Mari V. Briones


    MAED-THE

    Submitted to:

    Prof. Ricardo Wagan


    Can we teach people to become leaders? Can we teach leadership?
    People are divided on these questions. It was once widely held that
    "leaders are born and not made," but that view is less widely held
    today. We also used to hear about "natural leaders" but nowadays
    most leaders have learned their leadership ability rather than inherited
    it. Still there is much mystery to the whole matter.

    First, many people still believe that leaders are born and not made. Or
    that leadership is somehow almost accidental or at least that most
    leaders emerge from circumstances and normally do not create them.
    In any event, it is usually added, most people, most of the time, are
    not now and never will be leaders.

    The effective modern leader has to be able to live in an age of


    uncertainty. Priorities have to be set and decisions have to be made
    even though all the information is not in – this will surely be even more
    true in the future than it has been in the past. The information
    revolution has tremendously enlarged both the opportunities and the
    frustrations for leaders. Knowing what you don’t know becomes as
    important as knowing what you do know. A willingness to experiment
    and explore possible strategies even in the face of uncertainty may
    become a more pronounced characteristic of creative leader.
    REACTION PAPER
    ON
    MOTIVATION - REWARD

    Submitted by:

    Uricca Mari V. Briones


    MAED-THE

    Submitted to:

    Prof. Ricardo Wagan


    Motivation is one of the most important aspects of business today, but is
    difficult to manage. Managers need to find a way to motivate their employees in
    a reasonable and effective way, and this can sound harder than it seems.
    Motivation is what propels a person to do something. Just as people have to be
    motivated to wake up in the morning or to mow the lawn, people need
    motivation to perform their job in the workplace, and more motivation to do a
    great job. One way managers try to increase motivation in the workplace is
    through setting goals. A goal is what a person is trying to accomplish by acting
    a certain way and doing a certain thing. I consider myself a motivated person. I
    have the motivation to go to class every day, do my homework, seek outside
    help when necessary and get the best grade I can get. My motivation comes
    from inside; I want to have a successful career. My motivation does not come
    from my parents and their comments about excelling in school. I think this
    transfers to the business world.

    Rewards are a powerful method for encouraging good job performance. Good
    work may not be repeated and employees can upset customers when
    managers don’t recognize, encourage, and reward them for job performance
    that meets or exceeds customers’ expectations. But these rewards must be
    used effectively.

    A reward is a consequence that occurs after an employee’s job


    performance and makes that performance happen more often. Whether a
    consequence functions as a reward depends on its effect. If an employee’s job
    performance is followed by a consequence and the job performance occurs
    more often, then that consequence was a reward. On the other hand, if the job
    performance doesn’t happen more often, then the consequence was not a
    reward.

    • It tells employees what standards their job performance must meet.

    • When employees know that customers expect a particular level of


    performance, they’ll be more cooperative about performing at that level than if
    a performance standard seems to be based on a manager’s whim.

    • Rewards improve employee job performance.

    • The need to discipline employees is reduced because employee job


    performance meets customer expectations more often. This creates a more
    pleasant work environment for managers and their employees.

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