One of the greatest underlying factors in the success or failure of any organization is

the power of its people, and how well that power is focused towards meeting the
organizations objectives. Modern companies nowadays have many ways to pursue
their goals. For example in a manufacturing management, they pursue their goal by
using machines to work easily, right?
But which is more important? Man or machine? Will machine work without man? Of
course not. In short, all companies operate on the strengths and weaknesses of
their employees. Even in a fully automated factory, employees have to design,
maintain, and operate the systems that create output. Organizations that can tap
the strengths of their people will be stronger and more competitive than those that
cannot.
Regular participation of employees in (1) deciding how their work is done,
(2) making suggestions for improvement, (3) goal setting, (4) planning, and
(5) monitoring of their performance.
Employee participation is the process whereby employees are involved in decision
making processes, rather than simply acting on orders. Employee participation is
part of a process of empowerment in the workplace.
i. Project teams or quality circles in which employees work on projects or tasks with
considerable responsibility being delegated to the team.
ii. Suggestion schemes - where employees are given channels whereby they can
suggest new ideas to managers within the organisation. Often they will receive
rewards for making appropriate suggestions.
iii. Consultation exercises and meetings whereby employees are encouraged to
share ideas.
iv. Delegation of responsibility within the organisation. In modern organisations
ground level employees have to be given considerable responsibility because they
are dealing with customers on a day-to-day basis often in novel situations. Such
employees need to be trusted to make decisions for themselves.
v. Multi-channel decision making processes. In such situations decisions are not only
made in a downward direction, they also result from communications upwards,
sideways, and in many other directions within the organisation.
Often, people confuse the idea of 'happy' employees with 'motivated' employees.
These may be related, but motivation actually describes the level of desire
employees feel to perform, regardless of the level of happiness. Employees who are
adequately motivated to perform will be more productive, more engaged and feel
more invested in their work. When employees feel these things, it helps them, and
thereby their managers, be more successful.

It is a manager's job to motivate employees to do their jobs well. So how do

managers do this? The answer is motivation in management, the process through
which managers encourage employees to be productive and effective.
Motivation is the word derived from the word motive which means needs, desires,
wants or drives within the individuals. It is the process of stimulating people to
actions to accomplish the goals. In the work goal context the psychological factors
stimulating the peoples behaviour can be desire for money
success
recognition
job-satisfaction
team work, etc
Theory X
This can best be ascribed to Sigmund Freud who was no lover of people, and was far
from being optimistic. Theory X assumes that people are lazy; they hate work to the
extent that they avoid it; they have no ambition, take no initiative, and avoid taking
any responsibility; all they want is security, and to get them to do any work, they
must be rewarded, coerced, intimidated and punished. This is so-called stick and
carrot philosophy of management. Money as the carrot. They are forced to
worked. Kasi kung di sila magtatrabaho,paano sila mabubuhay.
Theory Y
This is in sharp contrast to theory X. McGregor believed that people want to learn
and that work is their natural activity to the extent that they develop self-discipline
and self-development. They see their reward not so much in cash payments as in
the freedom to do difficult and challenging work by themselves.
A Theory Y manager believes that, given the right conditions, most people will want
to do well at work and that there is a pool of unused creativity in the workforce.
They believe that the satisfaction of doing a good job is a strong motivation in
itself.
1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep,
etc.
2. Safety needs - protection from elements, security, order, law, limits, stability, etc.
3. Belongingness and Love needs - work group, family, affection, relationships, etc.

4. Esteem needs - self-esteem, achievement, mastery, independence, status,

dominance, prestige, managerial responsibility, etc.
5. Self-Actualization needs - realising personal potential, self-fulfillment, seeking
personal growth and peak experiences.
People often ask us, "What is teamwork?"
Great teams have many similar traits, whether at work, in sports or in local
communities.
I once worked with a small team of volunteers to put together a youth disco. Almost
1000 teenagers descended on our small village from neighbouring areas - and it
was a great success.
What was the secret? our small team all had different skills that were valued and
respected. One person was great at making sandwiches. Another was good at
creating an atmosphere with lots of balloons. Another looked after safety and
security, based on his work experience, and so on.
We had well run, productive meetings and had a laugh at the same time.
As a team leader in the workplace, you may not have much choice over who is in
your team, but with the right approach, you can create great results.
Let us look at what is teamwork in more detail. Research shows that team members
have:
A common purpose and clear goals
The necessary skills and resources
A common approach to work
The willingness to share information
Trust and support in each other
The ability to work through conflict
The willingness to take responsibility for team actions.
So if you want to define teamwork, you could state that:
Effective teams consist of individuals who work together to achieve a common goal
or purpose and who hold themselves accountable for team output.
Six Examples of Teamwork

Provide One-on-One Feedback

Participate in Brainstorming Meetings

Prepare for Presentation
Act As Mentor
Swap Schedules or Clients
Complete Community Service

Support: Teams create an environment of support, boosting the confidence of individuals, allowing
people do their best. Teamwork can create talents and raise natural leaders.
Helping someone: If one is weak, others can support or handle the work So, it usually builds up
power-resource for the organization.
Common goal: The more people work in an harmony together, create positive team environment, help
and support each other and delegate tasks/duties the more they learn and step away to become
better workers in their own jobs.
Communication and cooperation: Teams can create better communication and respectful
relationships among employees.

What Is TEAM?
A widely understood and interesting concept in teamwork is:
T - Together
E - Everyone
A - Achieves
M - More
The concept of Together Everyone Achieves More itself conveys the importance of teamwork at the
workplace. Company leaders have recognized the benefit that comes from having employees work in
formal teams.