Clayton Alderfer ERG Theory

            Because of the criticism of maslow’s hierarchy of needs theory, motivation researcher Clayton Aderfer proposed an alternative known as ERG theory. The name stems from combining maslow’s five levels of needs into three levels: existence, relatedness, and growth. Existence needs include psychological desires, such as food and water, and work-related material desires, such as pay, fringe benefits and physical working conditions. Relatedness needs address our relationship with significant other, such as families, friendship groups, work groups, and profesional groups. They deal with our desire to be accepted by others, achieve mutual understanding on matters that are important to us, and exercise some influence over those with whom we interact on an ongoing basis. Growth needs impel creativity and innovation, along with the desire to have a productive impact on our surroundings.

            According to ERG theory, we generally tend to concentrate first on our existence requirements. As existence needs are resolved, we have more energy  available for concentrating on relatedness needs. Then, as relatedness needs are somewhat fulfilled, we have the energy and support needed to persue growth needs. Thus ERG theory incorporates a satisfaction-progression principle similar to that of maslow’s hierarchy, since satisfaction of one level of need encourages concern with the next level.

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Komunikasi Cinta

Komunikasi itu menjadi kunci utama dalam sebuah hubungan percintaan. Kenapa menjadi kunci utama? Mari kita bahas satu persatu.

            Komunikasi sendiri memiliki arti suatu proses penyampaian pendapat, pikiran dan perasaan kepada orang lain yang kemampuannya dipengaruhi oleh lingkungan atau budaya sosialnya. Komunikasi yang efektif itu terjadi apabila kita mendapatkan timbal balik positif dari orang yang kita ajak berkomunikasi. Dengan adanya komunikasi yang efektif maka kita akan merasa nyaman dengan seseorang dan bisa meningkatkan taraf hubungan.

            Saat kita merasa nyaman dengan seseorang, kita bisa membicarakan beberapa hal yang lebih bersifat intim dan rahasia. Dan bila kita sudah mencapai tahap ini maka peluang untuk jadian pun akan semakin besar. Setelah jadian, komunikasi menjadi salah satu tiang hubungan. Komunikasi yang lancar dan positif menjadi penopang yang kuat dan sebaliknya, komunikasi yang tersendat dan negatif menciptakan hubungan yang rapuh.

            Rapuhnya hubungan yang berakhir dengan putusnya hubungan percintaan adalah yang hal yang paling ditakutkan oleh pasangan yang saling mencintai. Bahkan saat putus pun, komunikasi masih mengambil bagian. Putusnya hubungan menyebabkan putusnya alur komunikasi antar pasangan. Ini lah yang sebenernya di takutkan oleh setiap orang, putusnya komunikasi. Kita sebenarnya tidak takut kehilangan status pacar, kehilangan cinta atau apapun. Kita hanya takut kehilangan komunikasi yang biasanya kita dapatkan setiap harinya. Bayangkan bila kita putus dengan pacar tetapi kita masih dipanggil sayang, kita sms masih di respon seperti biasanya, pasti kita masih menganggap dia adalah pacar kita. Itu lah mengapa komunikasi itu sangat erat hubungannya dengan cinta.

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Frederick Herzberg Two-Factor Theory

Building on the work of maslow, psychologist Frederick Hezberg interviewed accountants and engineers working in the pittsburgh vicinity. He asked them to relate situations in which they felt particularly good about their jobs. Analysis of the interview data revealed a distinct pattern. Factors that seemed to make individuals feel satisfied with their jobs were associated with the content of the job. These factors were then lebeled motivators. On the other hand, factors that seemed to make individuals feel dissatisfied were associated with the job context. These were lebeled hygiene factors.

            Herzberg’s two-factor theory argues that hygiene factors are necessary to keep workers from feeling dissatisfied, but only motivators can lead worker to feel satisfied and motivated. The implications for manager are clear; Provide hygiene factors to reduce sources of worker dissatisfaction, and be sure to include motivators because they are the only factor that can motivate workers and lead ultimately to job satisfaction. The two-factor theory has been criticized mainly on the ground that researcher have been unable to obtain the same pattern of hygiene factors and motivators when they use other types of study method. Nevertheless, the theory is significant because it has helped focus managerial attention on the critical need to provide motivators and in doing so, has enhanced our understanding of motivation in the workplace.

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Candi Prambanan

            Jogjakarta adalah provinsi dimana candi ini berada. Candi yang terletak di Jalan Raya Jogjakarta-Solo km. 17, sekitar 20 km sebelah timur Jogjakarta ini begitu menarik untuk dikunjungi. Selain kita bisa belajar tentang sejarah kebudayaan bangsa Indonesia, kita juga bisa menikmati keindahan bentuk ukiran relief yang menempel diseluruh badan candi. Dalam komplek candi prambanan juga terdapat candi-candi lainnya seperti Candi Lumbung, Candi Bubrah, dll. Kita juga bisa menikmati fasilitas museum, taman bermain, atv dan pemutaran vedio yang tersedia di dalam komplek candi prambanan.

            Untuk menuju komplek Candi Prambanan, kita bisa menggunakan Bus Trans-Jogja yang akan berhenti di Terminal Prambanan. Alternatif kendaraan yang bisa digunakan untuk mencapai candi ini ini adalah dengan menggunakan taksi atau dengan kendaraan pribadi baik motor ataupun mobil.

            Biaya untuk memasuki komplek candi prambanan adalah sebesar Rp. 22.500 tetapi pihak candi prambanan juga menawarkan paket lainnya yang juga menarik dengan harga yang sangat layak untuk dipertimbangkan. Dengan paket yang seharga Rp. 30.000 kita bisa menikmati tambahan tempat wisata yaitu Candi Ratu Boko yang letaknya terpisah dari komplek candi prambanan dan ditempuh selama 15 menit perjalanan. Dengan paket ini kita akan diantar-jemput menggunakan mobil yang disediakan pihak candi prambanan.

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Source of Leader Power

Power is the capacity to affect the behavior of others. Leaders in organizations typically rely on some or all six major types of power:

Legitimate power stems from a position’s placement in the managerial hierarchy and authority vested in the position. When we accept a job with an organization, we are ussualy aware that  we will recieve direction related to our workfrom an immediate boss and others in the hierarchy. Normally we accept such directions as legitimate because these persons hold positions of authority.

Reward power is based on the capacity to control and provide valued rewards to others. Most organizations offer an array of rewards that may be under a manager’s control, including pay raises, bonusses, promotion recommendations, etc.

Coercive power depends on the ability to punish others when they do not engage in desired behavior. Forms of coercion or punishment that a manager may be empowered to use include criticisms, reprimands, suspensions, warning letters that go into an individual’s personnel file, negative performance appraisal, demotions, withheld pay raises, and terminations.

Expert power is absed on the possesion of expertise that is valued by others. Managers often have considerable knowledge, technical skills, and experience that can be critical to subordinates success.

Information power result from acces to and control over the distribution of important information about organizational operations and future plans. Managers usually have better access to such information than subordinates and some discretion over how much is disseminated to work-unit members.

Referent power result from being edmired, personally identified with, or liked by others. When we admire people, want to be like them, or feel friendship toward them, we more willingly follow their directions and exhibit loyalty toward them. Some observers argue that former CEO Lee Iacocca’s initial success in turning around the chrysler corporation was based partially on the fact that he possessed referent power in relation to the work force.

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How Leader Influence Others

Why do people accept the influence of a leader?. Often, they do so because leaders have power. Yet Khatharine Graham, chairperson of the influntial Washington Post Company, notes, “Nobody ever has as much power as you think they do.” In this article, i examine the major sources of power and whe ways that leader can effectively use the power they potentially have available.

Source of Leader Power

Power is the ca[pacity to affect the behavior of others. Leaders in organizations typically rely on some or all six major types of power.

1.     Legitimate power

2.     Expert power

3.     Coercive power

4.     Expert power

5.     Information power

6.     Referent power

Although all six types of power are potential means of influencing others, in actual usage they may elicit somewhat different levels of subordinate motivation.

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Hierarchy of Need Theory

One of the most widely know theories of motivation is the hierarchy of need theory, developed by psychologist Abraham Maslow and populerized during the early 1960’s. It argues that individual needs form a five-level hierarchy.

            According to this heirarchy, our first need is for survival, so we concerntrate on basic phsycological needs, such as food, water, until we feel fairly sure that these needs are covered. Next, we concern ourselves with safety needs, which pertain to the desire to feel safe, secure, and free from threats to our existence. Once we feel reasonably safe and secure, we turn our atention to relationships with others in order to fulfill our belongingness needs, which involve the desire to affiliate with and be accepted by others.

With support from loved ones, we focus on esteem needs, which are related to the two-pronged desire to have a positive self-image and to have our contributions valued and appreciated by others. Finally, we reach the highest level, self-actualization needs, which pertain to the requirment of developing our capabilities and our creativity, seeing our inovative ideas translated into reality, pursuing new knowledge, and developing our talents in uncharted directions. Needs at this level highest level are never completely fulfiled, because as we work to develop our capabilities, both our potential and our needs for self actualization grow stronger.

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