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This Model was created by Morgan McCall, Michael M. Lombardo, and Robert A. Eichinger by expressing their rationale behind the 70:20:10 model in the following way in The Career Architect Development Planner: [1] Development generally begins with a realization of current or future need and the motivation to do something about it.
The 3H-model of motivation ("3H" stands for the "three components of motivation") was developed by Hugo M. Kehr of UC Berkeley. The 3C-model is an integrative, empirically validated theory of motivation that can be used for systematic motivation diagnosis and intervention.
Theory X and Theory Y are theories of human work motivation and management. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs.
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done ...
In psychology, the four stages of competence, or the "conscious competence" learning model, relates to the psychological states involved in the process of progressing from incompetence to competence in a skill. People may have several skills, some unrelated to each other, and each skill will typically be at one of the stages at a given time.
Learning Management is the capacity to design pedagogic strategies that achieve learning outcomes for students.The learning management concept was developed by Richard Smith of Central Queensland University (Australia) and is derived from architectural design (an artful arrangement of resources for definite ends) and is best rendered as design with intent. [1]
The democratic management style involves managers reaching decisions with the input of the employees but being responsible for making the final decision. [4] There are many variations of this style of management including consultative, participative, and collaborative styles. Employee ideas and contributions are encouraged, but not necessary.
Herzberg's theory challenged the assumption that "dissatisfaction was a result of an absence of factors giving rise to satisfaction". [9] Motivational factors will not necessarily lower motivation, but can be responsible for increasing motivation. These factors could involve job recognition, potential for promotion or even the work in itself. [6]