Kommunikációs elvárások a szervezetben

In my essay my aim was to show my expectancy model about expectancy pressure. There are in the organization some expectancy of managers, some expectancy of employees. Expectancies of organizations and managers are much more stronger, sophisticated than employee’s expectancy. Expectancy pressure comes from the measurement of power and size of different expectancies. Useful know that expectancy is a procedure and the success is not just depend on the way of motivation, but there is one basic thing, which really support or deny the result of this process. This one thing is the communication.In our empiric research my aim was to examine the expectancy for organizational communication. Managers filled a questionnaire. On the questioners we asked about expectancy of oral and written communication forms. The solution shows that the most important written communicational tool is the clear message and the most important oral communicational tool is the good communicative competence. The least of all important written communicational tool is compactness, and the least of all important oral communicational tool is empathy.My essay presents some problem of organizational communication. These are the followings: functional illiteration, communicational differences of genders, differing generations, communicational differences in differing generations, problems in active listening

Z generációs hallgatók felsőoktatási motivációjának vizsgálata

The aim of this essay is to reveal studying motivations of university students among Z generation. The sample includes students of correspondence and full time trainings at the University of Debrecen Faculty of Economics and Business. I have repeated the survey of Gergely and Nagy, but I have studied the members of Z generation. The number of the elements of my sample was 300. The students were asked to evaluate certain personal competences in one part of the survey. When revealing the studying motivations, influences by the family and friends, the tendentiousness, realizing the would-be financial independence, experiencing university memories and improving moral existence were examined. Last but not least I found that the results were nearly the same as Gergely’s findings. In my opinion is that studying motivators came from financial possibilities are important. There are no determining differences in studying motivation between Y and Z generations

Vizsgálatok egy debreceni tanuló szervezetben = Survey in a learning company in Debrecen

Mihaly Polányi claims that people know more than can tell. In his approach knowledge is almost like in iceberg, the surface of it is defined, aware and transferable knowledge, and its underwater part is hidden, called tacit knowledge. The most important point of the theory of tacit knowledge is that we – by performing different activities – acquire such knowledge, which we gain over the periphery of consciousness. Tacit knowledge is hard to be expressed by words, it depends on personal context, and it may only by aquired by practice sometimes through many years. Polányi believed that tacit knowledge might not be expressed in words, and might not be transferred directly. This study reveals that we may acquire hidden knowledge from corporate culture and values, the transfer of which is a basic need of the new employee, this is why organizations must try to verbalize it

Az elégedettség és a motiválás gyakorlati összefüggései = Connection of satisfaction and motivation in practise

Job satisfaction or employee satisfaction has been defined in many different ways. Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision. Others believe it is not so simplistic as this definition suggests and instead that multidimensionalpsychological responses to one's job are involved. Researchers have also noted that job satisfaction measures vary in the extent to which they measure feelings about the job (affective job satisfaction). or cognitions about the job (cognitive job satisfaction). Frederick Herzberg’s two-factor theory (also known as motivator-hygiene theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors, respectively. While Herzberg’s model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham2 suggesting that Herzberg's original formulation of the model may have been a methodological artifact. Our survey’s results showed that employees are often satisfied with as little as the possibiltity to tell their employers about what they are dissatisfied with. In their opinion, performance is closely related to workplace satisfaction; the more satisfied employers are, the better they can perform

Elvárások és elégedettség = Expectancy and satisfaction

The purpose of this paper is to understand how works expectancy theory more specifically, the valence - instrumentality — expectancy (VIE) model. I supposed that there is a contact between expectancy and satisfaction. In mainstream economic literature, the supremacy of the economic motive is taken for granted; people are expected to act in ways to maximize their profits. My aim was to understand the components and consequences of motivation through application of expectancy theory, and satisfaction of employer and employee. I have found that satisfaction caused by many factors of expectancy. Based on the result of my research I recommend that human resource managers should create an empowering working environment that is intrinsically and extrinsically motivating, with the aim of bringing out the best in their employees

Szervezeti tudásmegosztás

A tudásmenedzsment az egyik legfiatalabb menedzsment terület. A szervezetek egyik kevésbé kihasznált erőforrása a tudás. A tudás menedzselése fontos vezetői feladat, de a szervezeti tagok részvétele nélkülözhetetlen. Tudásmenedzsment vizsgálatainkat egy tanuló szervezetnél végeztük. Megvizsgáltuk, hogy az egyes tudásátadási formákat az adott szervezet tagjai hogyan értékelik hatékonyságuk és fontosságuk alapján

Fogyatékos személyek teljesítményértékelésének gyakorlata

Performance management is one of the most important fields of management. For the evaluation of it, I have worked out a questionnary. With the help of the questionnaire I intended to ask about the importance and method of performance evaluation. Based on my examinations I found, that in managers opinions the best way to appraisal disabled person was the individual appraisial. This result is not a suprise, because of disabled persons. Because of the managers' practise there was a difference in opinions. But in theirs opinion the most important possibility was the individual appraisal too. It is nonsense to expect self appraisal from a mentally handicapped person. Examinations show that organizations mainly apply traditional systems and think by the traditional aspect

Az y-generáció elvárásai, kommunikációja egy debreceni szervezetnél

Our essay and survey target was to reveal some difference in expectancies and communication of Generation Y. The phrase Generation Y first appeared in an August 1993 Ad Age editorial to describe teenagers of the day, which they defined as different from Generation X, and then aged 12 or younger as well as the teenagers of the upcoming ten years. Since then, the company has sometimes used 1982 as the starting birth year for this generation. We studied 20-30 years old emloyees, who works at multinational organization. We studied prevelance and form of communication. We also studied expectational possibilities, these were the following: creativeness of work, variety of job, variety of task, possibility of self-reallisation, chal- lenges, supported vocational development, possibilities of carreer. Our results showes, that women are not so more carrieristic than men. They appraised more professional challenges and development in profession. Between the ages there are no determining differences also