Article Analysis

Article Analysis

Article 1: Motivation

I agree with the point that intrinsic rewards are the most motivating. Intrinsic rewards are those that cannot be quantified and encompass factors such as having total control over one’s work, appreciation of work done, providing a sense of accomplishment and satisfaction. I agree with this point because I believe that these intrinsic motivations are sustainable and can be maintained regardless of the current economic well-being of a company or organization (HBS Press 21).

I also agree that preserving the dignity of subordinates is one of the most effective ways of fostering motivation. The point states that subordinates should be respected, and mangers should desist from treating subordinates like objects. I am therefore of a similar opinion that subordinates should be treated with utmost respect and dignity since they are the backbone of every organization or company. Without the subordinates, a company cannot perform well, and they are as important as the management (HBS Press 29).

I, however, disagree with the point that managers should always hire self-motivating people. The point suggests that one way of motivating personnel is through employing self-motivated people. I disagree with this fact since some subordinates are not self-motivated based on their current environments. For instance, in a case where an individual has stayed for a long time without a job. Such an individual may, however, become motivated after getting a job (HBS Press 32).

I agree that empowering people and averting micromanagement is another effective way of motivating personnel. The article states that managers should not micromanage employees but rather find ways of motivating them. I am also of the opinion that employees work best when they are not coerced and when given the freedom to grow and be innovative (HBS Press 31).

I disagree with the notion that introducing challenges is one way of motivating personnel. I believe that some personnel are averse to challenges and would only be willing to pursue those challenges that they have set for themselves (HBS Press 27).

Article 2: Power Play

I strongly disagree with the notion that those managers who want power are the most effective.  Despite power being a motivator that can drive managers to pursue success within an organization or company, it does not always lead to effectiveness. It can lead to ineffectiveness when the manager is drunk with power and fails to heed any sort of advice from the subordinates (Pfeffer 86).

I disagree with the notion that managers should make peace with power. I believe that this will be the beginning of their downfall. I believe that when managers make power their primary objective, the objectives of the organization are forgotten and are superseded by personal objectives (Pfeffer 86).

I agree with the suggestion that one of the barriers or obstacles to power is the assumption that the world is understandable and predictable. I think that the world is multi-faceted and complex, and it is therefore imperative for managers to continue learning and to embrace changes as and when they arise (Pfeffer 88).

I somewhat disagree with the notion that behaviors should be shaped entirely through rewards and punishments. I believe that rewarding only those who stand with you and punishing those who don’t will only lead to dissent since the others may fear for their actions and thereby inhibit them from doing what they are not sure is right (Pfeffer 89).

I agree that advancement on multiple fronts is one of the most effective ways of surmounting challenges. When an obstacle emerges on one front, it is always pivotal to pursue different avenues. The move mentioned above fosters persistence, which is a critical ingredient for any successful manager (Pfeffer 89).