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。 ISTJ： Quiet； serious； dependable； practical； ma。。er…of…fact； realistic； and
responsible。 Orderly and organized and value traditions and loyalty。
。 ISFJ： Quiet； friendly； responsible； and painstakingly accurate。 mi
。。ed to meeting their obligations。
。 INFJ： Want to understand what motivates people and are insightful
about others。 mi。。ed to serve the mon good。
。 INTJ： Sceptical and independent； with high standards and original
minds。 Have great drive for implementing their ideas and achieving
their goals。
。 ISTP： Tolerant； flexible； patient and quietly analytical but act quickly
once they find workable solutions。
。 ISFP： Quiet； friendly； sensitive and kind； and dislike disagreements and
conflicts。 Like their own space and to work at their own pace。
。 INFP： Adaptable； flexible； idealistic； loyal to their values and quick to
see possibilities。 Try to understand people and to help them fulfil their
potential。
Organizational Behaviour 139
。 INTP： Self…contained； logical； theoretical and abstract； interested more
in ideas than in people。
。 ESTP： Flexible； pragmatic； and theories bore them – they want to act
energetically and spontaneously to solve the problem。
。 ESFP： Outgoing； friendly and accepting – they bring both fun and
mon sense and a realistic approach to their work。
。 ENFP： Warmly enthusiastic and imaginative。 Need affirmation from
others； and readily give appreciation and support。
。 ENTP： Quick； ingenious； stimulating； alert； outspoken and bored by
routine。
。 ESTJ： Practical； realistic； logical and decisive。 Good organizer and quick
to implement decisions。
。 ESFJ： Warm…hearted； conscientious； and cooperative team worker who
wants harmony in their environment。
。 ENFJ： Warm； empathetic； responsive； and responsible facilitator who
wants to help others fulfil their potential。
。 ENTJ： Frank； forceful； decisive； assumes leadership readily； likes longterm
planning and goal se。。ing。
Making job offers
Having found the ideal candidate； the next step is to get them hired and
happy to work for you。 However well the interview may have gone； resist
making a job offer on the spot。 Both you and the candidate need to sleep on
it； giving you both the chance to discuss with your partners and consider
what has e out of the interviews。
Take up references
Always take up references before offering the job。 Use both the telephone
and a wri。。en reference and check that any necessary qualifications are
valid。 This may take a li。。le time and effort； but is essential as a protection
against unsuitable or dishonest applicants。
Put the offer in writing
While you may make the job offer on the telephone； face…to…face or in an
e…mail； always follow up with a wri。。en offer。 The offer should contain all
the important conditions of the job； salary； location； hours； holiday； work；
responsibilities； targets and the all…important start date。 This in effect will
be the backbone of the contract of employment you will have to provide
shortly a。。er they start working for you。
Make them wele
When a new employee joins you； be on hand to meet them； show them the
ropes and introduce them to anyone else they are likely to e into contact
140 The Thirty…Day MBA
with。 This is crucial if they are going to work in your home alongside you；
and these introductions should extend to your spouse； even if they don’t
work in the business； your children； pets； the postman and neighbours。
They also need to know about the practical aspects of working for you；
where they can eat inside and out； coffee making and any equipment they
will be working with。 If they will be in your home when it is otherwise
empty then they need to know where the fuses are and whom to contact if；
say； the internet or telephone goes down。
Dealing with unsuccessful candidates
By the very nature of the recruitment task； the person appointed is just
the tip of a big iceberg of applicants and interviewees。 These people have
to be responded to； advising them that they do not have the job。 For your
first reserve list； those who you may call on if the appointment goes wrong
for any reason； it is worth taking particular care with your reply。 Here you
can emphasize the strength of their application but that the background
of another candidate was closer to your needs。 You don’t have to go into
details as to specifically why a particular candidate got the job and they
did not。
Aside from exuding professionalism and being plain good manners；
the job…hunting world is big and deep and at some stage you and your
organization will be fishing there again。
MOTIVATION
As a subject for serious study motivation is a relatively new ‘science’。
Thomas Hobbes； a 17th…century English philosopher； suggested that human
nature could best be understood as self…interested cooperation。 He claimed
that motivation could be summarized as choices revolving around pain or
pleasure。 Sigmund Freud was equally frugal in suggesting only two basic
needs： the life and the death instinct。 These ideas were the first to seriously
challenge the time…honoured ‘carrot and stick’ method of motivation that
pervaded every aspect of organizational life； from armies at war to weavers
in Britain working through the Industrial Revolution。
The first hint； in the business world； that there might be more to
motivation than rewards and redundancy came with Harvard Business
School professor Elton Mayo’s renowned Hawthorne Studies。 These were
conducted between 1927 and 1932 at the Western Electric Hawthorne Works
in Chicago。 Starting out to see what effect illumination had on productivity；
Mayo moved on to see how fatigue and monotony fi。。ed into the equation
by varying rest breaks； temperature； humidity and work hours； even
providing a free meal at one point。 Working with a team of six women；
Mayo changed every parameter he could think of； including increasing and
Organizational Behaviour 141
decreasing working hours and rest breaks； finally he returned to the original
conditions。 Every change resulted in an improvement in productivity；
except when two 10…minute pauses morning and a。。ernoon were expanded
to six 5…minute pauses。 These frequent work pauses； they felt； upset their
work rhythm。
Mayo’s conclusion was that showing ‘someone upstairs cares’； engendering
a sense of ownership and responsibility were important
motivators that could be harnessed by management。 A。。er Mayo came
a flurry of theories on motivation。 William McDougall in his book The
Energies of Men （1932； published by Methuen） listed 18 basic needs that
he referred to as instincts （eg curiosity； sell…assertions； submission）。 H A
Murray； assistant director of the Harvard Psychological Clinic； catalogued
20 core psychological needs； including achievement； affiliation and power。
The motivation theories most studied and applied by business school
graduates are those espoused by Maslow （see Chapter 3） and these below。
Theory X and theory Y
Douglas McGregor； an American social psychologist who taught at two
top schools； Harvard and the Massachuse。。s Institute of Technology （MIT）；
developed these theories to try to explain the assumptions about human
behaviour that underlies management action。
Theory ‘X’ makes the following assumptions：
。 The average person has an inherent dislike of work and will avoid it
if possible。 So management needs to put emphasis on productivity；
incentive schemes and the idea of a ‘fair day’s work’。
。 Because of this dislike of work； most people must be coerced； controlled；
directed and threatened with punishment to get them to achieve the
pany’s goals。
。 People prefer to be directed； want to avoid responsibility； have li。。le
ambition and really want a secure life above all。
But； while Theory ‘X’ does explain some human behaviour； it does not
provide a framework for understanding behaviour in the best businesses。
McGregor； and others； have proposed an alternative。
Theory ‘Y’ has as its basis the belief that：
。 Physical or mental effort at work is as natural as either rest or play。
Under the right conditions； hard work can be source of great satisfaction。
Under the wrong conditions it can be a drudge； which will inspire li。。le
effort and less thought from those forced to participate。
。 Once mi。。ed to a goal； most people at work are capable of a high
degree of self…management。
142 The Thirty…Day MBA
。 Job satisfaction and personal recognition are the highest ‘rewards’ that
can be given； and will result in the greatest level of mitment to the
task in hand。
。 Under the right conditions； most people will accept responsibility and
even wele more of it。
。 Few people in business are being ‘used’ to anything like their capacity。
Neither are they contributing creatively towards solving problems。
A typical Theory…X boss is likely to keep away from their employees as
much as possible。 However small the business； for example； they may make
sure that they have an office to themselves； and its door is kept tightly shut。
Contact with others will be confined to giving instructions about work an