Discussion_Questions.docx MGT-420 Week 3: Individual Behavior & Motivation Discussion Questions 1.Motivational theory applications argue for recognizing individual differences. They also suggest paying attention to
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Discussion_Questions.docx MGT-420 Week 3: Individual Behavior & Motivation Discussion Questions 1.Motivational theory applications argue for recognizing individual differences. They also suggest paying attention to members of diverse groups. Is this a contradiction? Why or why not? Compare and contrast two motivational theories (one content and one process theory) regarding how they can support diversity within teams. Professor Hardy and class, This is not a contradiction due to the fact that each person has their own distinctive individual experiences that inform their personality, views, and values, as well as their particular skillsets. Organizations must recognize the specific cultural experiences that help to make up the individuals and their capabilities with regard to interpersonal interactions and operational efforts. The individual differences that form motivation includes diversity, as this particular variable grants unique insight that can help with problem-solving and cooperative teamwork. Maslows hierarchy of needs theory discusses at length many of the lower-order needs that include not just physiological but also safety and social needs that must be met in order for higher-order needs to be activated (Uhl-Bien, Schermerhorn, &Osborn, 2014). This content theory shows the important motivational impact that the satisfaction of the need for security, stability, and a sense of belonging have in any organizational structure. The inclusion of diverse members in a team help to satisfy t. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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