Problem Main Problem:
The communication obstructions created by the lack of motivational stimulus present within a workplace. Specific Problems: 1. Bizarre nature of the institution’s financial arrangement. 2. Complicated compensation structure of the institution. 3. Peculiarity of the administrative powers vested to officials of the organization. 4. Unacceptable stance of the members of the institution at the superior levels. 5. Personal connection between employees.
Objectives
1. To identify the causes and effects of having insufficient motivational stimulus/stimuli within a workplace (in connection with McClelland’s drives, Herzberg’s two-factory theory, and Expectancy Model of Motivation). 2. To
They describe two contrasting models of workforce motivation.

Theory X and Theory Y have to do with the perceptions managers hold on their employees, not the way they generally behave. It is attitude not attributes. These models constitute the beliefs system that dominates management’s thoughts and affects management’s actions in each organization.

Assumptions of Theory X and Theory Y
Theory X

In this theory, which has been proven counter effective in most modern practice, management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. They are very self-centered, indifferent to organizational needs. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control at each and every level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. Beliefs of this theory lead to mistrust, highly restrictive supervision, and a punitive atmosphere. The Theory X manager tends to believe that everything must end in blaming someone. Usually these managers feel the sole purpose of the employee's interest in the job is money. They will blame the person