MOTIVATION IN ORGANIZATIONS

This Paper Was Compiled To Fulfill The Task Of Midterm Organization of

Courses and Organizing Manajemen the Evaluations

PREPARED BY:
SAMSUDIN 166070073

STUDY PROGRAM MASTER OF COMMUNITY HEALTH SCIENCES

UNIVERSITY OF INDONESIA RESPATI
JAKARTA
2017
 CHAPTER I

INTRODUCTION

A. Background
Every human being has a different purpose in his life, because of the
influence of different knowledge and experience. However, every human being
will be the same in one respect that want to survive and make ends meet. To
achieve that goal man must perform certain activities.
Since human beings are by nature limited in their ability to achieve their
goals or organization. In organizations that management takes sushi to organize,
coordinate all tasks performed by people and pointed to the goals to be achieved.
For a more focused management elements and directed towards the desired goal,
then there must be a governing management of which is a leader with authority
leadership through instruction and persuasion.

B. Proplem formulation
From the above background, the author can formulate the problem as
follows:
1. What is the sense of Organization and Motivation?
2. How does the theory of organization and motivation?
3. What kinds of motivation?

C. Systematic Discussion
As for the systematic writers presented in this paper are: Chapter I an
introdution that contains the bacground issues, the formulation of proplem and
systematic discussion. Chapter II contains a description of the Organizations
understanding and motivation, theorise of organization and motivation. And
reference are used.
 CHAPTER II

DISCUSSION

A. Organization and Motivation

1. Organization

a. Understanding organizations
Discus the organizational theory of course we can not escape from the sense
of the organization itself. Organization comes from the Latin Organum was
meaning tools, parts, limbs. According to Griffin organization is a group of people
working together is to achieve organizational goals. Meanwhile, according to
Bernard organization is a system of consciously coordinated activities by two or
more persons. Furthermore, we can see some opinions about the organization that
one of them disclosed Stephen P. Robbins defines the organization as A
consciously coordinated social entity, with a relatively identifiable boundary that
function or relatively continous basis to achieve a common goal or set of
goal(Usman H 2006). Sedangkan Waren B. Brown dan Dennis J. Moberg
mendefinisikan organisasi sebagai . A relatively permanent social entities
characterized by goal oriented behavior, specialization andstructure (Ibid ).
So is the opinion of Chester I. Bernard of the Quotion of Ethiopia where the
organization is defined as "Cooperation of two or more persons, a system of
conciliated coordinated personel activities or forces" (Hoy et al. 1982).
While WJS. Poerwadarminta explains that the organization is a composition
and rules of various parts (people and so on) which is a regular unity
(Poerwadarminta). So, at least the definition of the organization consists of:
people / group of people, cooperation and common goals. So the organization
above is basically when viewed from its form, the organization is an input (input)
and output (output) and can also be seen as living organism that has the body and
personality, so that sometimes an organization can be in a state of sickness (when
an organization gets sick ). So that the organization is regarded as an output has a
structure (anatomic aspect), life pattern (physiological aspect) and cultural system
(culture aspect) that is applicable and adhered to by its members.
Thus from several definitions above can be concluded that the organization
is a process of cooperation of two or more people to achieve the goal effectively
and efficiently. So in every orgaisasi contains three elements, namely cooperation,
two or more people on the goal to be achieved.
There are at least four parts to building an organizational design, namely the
division of labor, departmentalization, hierarchy and coordination. In the
development of organizational design there are two important things; The first
changes in strategy and environment take place with the passage of time,
organizational design is an ongoing process. Second, changes in the structure
include trying and possible errors in order to organize the organization's design.
Managers should view organizational design as problem solving and follow
organizational goals with situational or contingency styles, ie existing structures
designed to adapt the unique state of the organization or sub-unit.

b. Organizational Theories
1) Classical Organization Theory
The organizational theory systematically developed in 1850 here arises
something of the thought that questioned how to regulate the relationship
between the organizational structure and regulate the way it works so that in an
organization can work as efficiently and as closely as possible. Within the
organization there must be a collective purpose or collective work in every part
set or intregated from individual work.
In classical theory has several principles and concepts, which are used as the
principal mind in organizing an organization, among others:
a. The Principle of Hieraki (Scalar Principele). That in an organization must
have the authority and responsibility carried out by the highest leadership
and up to the bottom level or personal who served as executor. The role
of leadership is needed to organize organizational work system so that
work can be directed and organized.
b. Principle of Command Unity. This emphasizes that in an organization,
there should be only one superior who gives command to subordinates so
that there is unity of command and coordination that uniform so as not to
make subordinates become confused. In addressing these two different
things we should be able to divide the work into more specific and in it
there is a coordinator who is responsible for everything that happens in it.
This will reduce the misconceptions that occur within the organization
resulting from the overlapping of orders from superiors.
c. Exception Principle. For the sake of efficiency of work all things that can
be done by subordinates who have become routines are expected to be
directly done without having to wait orders from superiors.
Implementation of this principle in the superior organization no longer
need to interfere in the work affairs of subordinates so that will produce
work efficiency.
d. The Small Supervision Range Principle. For the sake of efficiency of
time and work should subordinates who report and receive orders from
superiors the number is small. From this principle can be understood that
with the number of subordinates who came to superiors of the work of
superiors will be more confiscated especially if the contents of reports
and commands are the same. It would be better if there is a division of
labor of anyone who reported and received orders and then those people
explain to others. The role of a coordinator is very needed here because
the coordinator has and is given greater authority.
e. Limited Reach Principle. It is said that in a supervisory supervisor's
supervision there should be a limit. It is possible that one's ability is very
limited, among others; Limited time, physical strength, the ability of a
superior to be able to continuously control the mind or work of a
subordinate. Although this principle has been eliminated by opponents of
classical theory because there is no basic theoretical figures but this
principle has the advantage to provide limits to superiors in supervising
subordinates to avoid arbitrary things done boss.
 f. Principles of Specialization. To achieve work efficiency in performing
functions within the organization, a systematic division of labor is
required according to individual expertise. This will be able to maximize
the results and achievement of the work achieved.
g. Principles of Use "Profit Center" The meaning is that if each part of each
agency has the facilities to compete with other parts then it will motivate
each part to be the best so as to improve the quality of work. Each
division head or coordinator is given full authority / responsibility for his
performance so that they will be psykologi driven to produce maximum
results and they are required to dare to take decisions and take
responsibility for it.
Seeing here the organization has been made an object or tool to solve and
plan a problem we are required in order to how to analyze, then regulate the ways
of work every work that must be implemented. This is so that we can do work
efficiency in the sense of eliminating unnecessary movements or jobs.
This aspect explains many of the special theories known as time and motion
study or research on motion and time that the goal is none other than to find the
best way to do the job. With this many birthing techniques and practices in the
organization, such as including job analysis, workflow analysis, scheduling, plan
lay-out. There are also people who specialize on other issues of analyzing the
problem of how to define a new job and then dividing it into different groups and
how to coordinate between each of them so that it is under one coordination. Or
commonly called the department-lization division of work.
The classical concept itself also experiences an expansion of the structure of
the division of labor. Among them are horizontal and vertical shapes.
Horizontally, within each organization there are levels of workers not just levels
of work. While the vertical here will happen the division of work is smaller than
the organization and then put together to become a unified whole.
The authors of the classical theory of classical organizations generally
specialize in four basic principles: First, specialization should be based on the task
objective that workers who work on the same sub-objectives are collected in the
same section. Second, the work that requires the existence of certain processes
should be grouped together. Third, the specialization according to the client, to
handle a particular client group should be placed on the same piece. Fourth, the
work done in the same geographical area should be collected together.

2) The Neo-Classical Organization Theory

The theory of neo-classical organization is claimed by the adherents of this
theory as the introduction of behavior studies that are integrated into
organizational theory. The behavioral study that most inspired the theory was the
Howthorne study by Elthon Mayo (1880-1949).
The main analysis of neo-classical theory is attempting to modify the pillars
of classical doctrine and of informal organization. It usually operates under closed
assumptions, but emphasizes informal relationships and non-economic
motivations operating within the organization. Organizations do not work
seamlessly and are not machines that work perfectly. Management can design
formal relationships and regulations and so on, but also created patterns of
relationship status, norms and informal relationships created to meet the social
needs of members of the organization.
In this case Scott describes the modification of the theory of neo-classical
organization to the pillars in the doctrine of classical organizational theory (Scoot
1962) as follows:
a. The division of labor is understood as the subject of human relations, not
based on the isolation of the workers but rather the specialization of the
work.
b. The scalar and functional processes are understood by the theory of neo-
classical organization as the degree of intensity of delegation, the authority
of delegation of authority and responsibility.
c. Structures are understood by the theory of neo-classical organization as a
place to eliminate frictions and conflicts of different functions or
harmonization of staff and lines in achieving organizational goals through
 participation, junior boards, bottom-up management, recognition of one's
freedom, and communication better.
d. The span of control according to this theory should take into account
individual differences including managerial skills, human types and
supervisory functions, and the creation of effective communication.
The other or subsequent contribution which is still revisionary to the
classical theory of this theory is the analysis of informal organization. Informal
organizations arise from responses to social needs as a need to connect with
others. The important determinants that Scott's informal organization brings up are
location, occupation, interests, and special issues. Scott then looks at some
important informal organizational characteristics assumptions and when
understood it will be useful for the application of management (Ibid), among
others:
a. Informal organizations are agents of social control, and in formal
organizations they are usually incomplete or unregulated rules of social
control.
b. The forms of interconnection between people in informal organizations
Requires a different analysis of human relationships that are plotted or
designed on formal organization. The method is commonly referred to as a
sociometric analysis.
c. Informal organizations have a special status and communication system,
and do not always come from the formal system.
d. The survival of informal organizations requires the stability of
relationships among those within them, thus informal organizations are
always difficult to change (resists to change).
e. Leadership in informal organizations is an important aspect for informal
organizations which has always been an important determinant in the
discussion of neo-classical organizational theory.
Discussion of the leadership aspects of the informal organization is
embedded in how informal leadership takes place, what features it attaches to, and
how these informal leaders can help managers achieve goals in formal
organizations.
The neoclassical theory of neo-classical organiza- tors in the general notion
suggests that neo-classical figures revise or correct classical organizational
theories that lack attention to the needs of organizational members and the
interactions that occur between members of the organization. The characters
include:

a. Chester I. Barnard (1886-1961)

Barnard is dubbed the contemporary business godfather, 'temperate' for
those who require the advice of planting a strong organizational culture within the
organization. Barnard conjures up ideal cooperative ideas in his work in response
to this perilous situation. Aside from being one of the first to treat the organization
as a system, Barnard also challenged the classical view that authority should be
defined according to the responses of subordinates, introducing the role of
informal organization into organizational theory, suggesting that the manager's
primary role is to facilitate communication and encourage The subordinates tried
harder. Barnard notes that in each group within a complex organization there is a
position that also belongs to another group, in the presence of some
representatives of the other group. It can thus be deduced that any more inclusive
(open) group is determined by the need for coordination, based on the place of
interdependence or possibility.
Furthermore, the general purpose of the organization according to Barnard
is as a moral goal. To instill that moral objective against the members of the
organization, the executive must understand it as a noble and meaningful task. In
an intellectual context, his work explains the academic failure of the explanation
of organizational theory. It also seeks to show a more sensible view, aimed at
future managers to better understand the organization as an organic cooperative
system, adapting or accommodating the interests of investors, managers and
workers.
b. Philip Selznick (1919-)
Philip Selznick was born in Newark, New Jersey, in 1919. He is the
inventor of Selznick's institutional theory arguing that everything that matters
about organization is the conversation about the organizational tools of the
life-giving part.
Selznick states that individuals create other commitments to the
organization in order to achieve rational decision making. Organizations
bargain with the environment in terms of achieving important goals or future
possibilities. Finally the adaptation of organizational structures is based on
individual actions and environmental pressures.
His statement rejects the view of system necessity as a place of
maintenance of the integrity and sustainability of the system will occur only
within the system itself. It defines it as derived imperative, among others;
a) Security of the organization in the environment.
b) Stability of informal relationships within the organization.
c) Equality of views about the meaning and rules of the organization.
Selznick directs organizational studies in the future to focus more on
important decisions that lead to structural changes. He found that
institutionalization was the process by which the organization developed the
character of the structure in particular.
Selznick's research is focused on two things; First, is against the
Tennesse Valley Authority Authority. The conclusion shows that the agency
created a process of co-optation to other organizations in response to this.
Secondly, it was against the organization of Leninists in the Soviets.
Selznick's findings show that agents work with discipline because of
delegation of authority that indicates an adoption process from other
organizations.
From this it can be concluded that the organization always make the
process of adoption to other forms of organization. Selznick states that the
consequences of building an organization are how the organization
establishes its rules and functions in functional structures.
 Selznick's analysis of the functional structure is how the structure
functionally responds to basic needs and how the whole system can survive,
and the structure is a significant member of the statement. They act according
to the statement of the organizational structure.
Selznick's view of the co-optation or inclusion process is understood by
him as a process of adjusting an organization, both formally and informally.
Formally, the division of organizational responsibility is meant to gain
legitimacy. Informally co-optation is an adjustment process that allows the
center of power to be specific and clear where it is.

c. Elthon B. Mayo (1880-1949)

Elthon B. Mayo concludes that the problem of motivation and emotional
response caused by work situations is more important than logical and
rational arrangements in determining output. This well-known understanding
of the Hawthorne effect suggests that special treatment, even bad ones can
have a positive impact on workers, because of the human factors that
influence it.
In addition, he asserted that social relations within the working group are
the most important factors affecting workers' satisfaction with their work
(Ibid). According to Mayo, humane treatment and appreciation give benefits
to the company in the long term.
His argument is based on his understanding of the industrial revolution
that has devastated traditional societies that enable humans to interconnect in
routine and intimate life. The old tradition can not be resurrected. Therefore
the solution is to build an adaptive society, which readily adapts to the
demands of the environment, and is led by people trained in social skills and
understanding and able to overcome human and technical problems.

d. Marry Parker Follet (1868-1933)

Marry Parker Follet was born in 1868 in Massachusetts (another source
mentions Boston). Young Marry is a person who assumes himself as a
responsible person when his father dies and his mother is sickly. He had to
stop for a while in his studies due to the incident that happened to his family.
For Follet, democracy is built on social beliefs, not by individualism.
Thus, according to Follet political theory for example should be based on
individual rights. It is not negotiable and should be in place in modern
political theory. Follet's contribution to thinking through his business
philosophy suggests that intelligent commonsense actions from business
executives tell them that achieving blind order is not a good business. The
regulated and regulated can be an integrative entity through a circular
behavior because the possibility of industrial problems arises because of
improper manners.
Follet suggests the re-depersonalisation of human circumstances and
creates rules to unite all matters concerning the study of the situation, in order
to find the rules of the situation and obey it. The subject of the rule that
directs us in a thorough question is the authority and mutual agreement so
that people do not work under pressure. Order as a growing part of
responsible attitude, recognizing all circumstances, conscious attitudes notes
that the situation is built by us. The formulation of the business philosophy
can be seen in Follet's own words which states that the service is not a
substitution to profit-making motive but an integral part in the broader motive
of professionalism.

e. Herbert A. Simon
Herbert A. Simon is an American political and social scientist. Simon
notes that most of the classical principles are nothing more than proverbs and
many are contradictory. He argues that organizational theory needs to
transcend superficial and oversimplified principles for a study of conditions
under which competing principles can be applied.
His view of the administrative theory states that every principle always
exists and is acceptable, but will cause a contradiction between one principle
with another. Simon's views have a great influence on the approaches
 developed in administrative theory, in the form of flexible rules and
recognized as interconnected parts of the system. From this perspective, a
more comprehensive approach to the administrative theory of the
administrative situation, diagnosis and determination of the main criteria that
determines the development of administrative theory.
Simon explains that the process within the organization takes place
through a specific and formal purpose. He criticized Fayol's flat view and
Taylor with his economic man assumptions. He proposes the concept of
administrative assumptions, that is, people who pursue personal interests but
they do not know what they are doing; they realize they have few alternatives
in making decisions, and expect to get an optimal solution.
Simon distinguishes between decisions made by a person entering or
leaving the organization and the decisions they make as an organizational
participant, by simplifying the participant's decision and support in the
decisions taken by the participants. Participants in high positions decide on
high-value components, while low-ranking people make decisions with
existing components only.

3) The Theory of Modern Organization

For the adherents of modern organizational theory, the human system
certainly contains many variables that must be considered in solving problems in
complex organizations. In the 1960s and early 1970s the theorists saw the
organization as a means to an end. They concentrate on environmental goals,
technology and uncertainty as contingency variables will help achieve
organizational goals.
Conversely, the application of the wrong structure will threaten the survival
of the organization. But the current approach to organizational understanding was
then developed in the paradigm of modern organizational theory that developed
behavioral studies as an important determinant of organizational understanding.
Social perspective or behavioral studies are reused within the framework of the
organization as open systems.
 Modern organization theory; Consisting of systems-oriented views, concepts,
and theories and developed on the basis of empirical research. Modern theorists
view organizations as an adaptive system, in order to survive, to adapt to
environmental change. The figures of modern organizational theory include:

a) E.A. Trist and K.W. Bamforth

They both explore ways to improve the productivity and morale of the
organization through research. Overall they assume the organization consists of
the relationship between non-human systems and human systems.
Trist and Bamforth try to explain some of the consequences that occurred in
the method of organizing the coal company. In the socio-technical view both
systems need optimal support when they are put together. Unlike top-down
managerial approaches, they emphasize bottom-up participation that behaves
wisely, internal arrangements and autonomy for working groups. They are always
exploring how organizations try to survive in social and economic environments
through flexible semi-autonomy development is the answer to the best conditions
for workers.
They try to create a form of organization that serves the human community
and the interests of technical efficiency (worker and technology). Work
relationships are always strengthened by family ties. The system of contract and
group autonomy in a closed system will always change spontaneously when the
organization is faced with a relationship between family and work that indicates a
person's bond to another.

b) Joan Woodward
Woodward was the first to pay attention to the determinants of technology
and structure. Woodward focuses on the production technology of organizational
structure and technological level, convincingly showing that there is no best way
to organize a business and that the form of organization based on classical
principles, emphasizing the unity of command, hierarchy and clarity of structure
is in fact rarely practiced by successful companies.
 The Woodward investigation shows a link between technology, structure
and effectiveness. Companies that are more or less close to the typical structure of
technology are the most effective. Companies that deviate from their ideal
structure are less successful. Therefore, Woodward states that effectiveness is a
function of an appropriate technological-structure conformity. The organization
that develops the appropriate structure of technology is the most successful
compared to the one that does not develop it according to the technology. Thus the
study of Woodward became an early sign of the end of the view that there is a
universal principle of management and organization. His work represents the early
transition of organizational theory experts from a principled perspective to the
contingency theory of organization.

c) T. Burns and G.M Stalker

Burns and Stalker investigate the relationship between the organization and
its environment. Their original study investigated two forms of organization:
mechanical and organic forms.
The mechanical form usually performs top-down control in a hierarchy,
communication is vertical. Organizations require loyalty and adaptation from one
member to another, to managers and to the organization itself in the relations of
policy-making and methods. Members need adequate legitimacy to operate within
organizational boundaries. While the organic form is reserved for organizations
that deal with situations that are initially stable then turn into unstable,
unpredictable and changing conditions. Companies that apply the organic form
will reshape themselves in the face of new problems and create contingency
systems (so they are the initial initiators of the contingency theory). Rather than a
rigid and specialized structure by occupation, a liquid organization is designed as
adaptation with flexible facilities and redefine the work. Burns and Stalker
demonstrated that classical management principles work well in high-tech, well-
established and market-minded companies, but not suitable for companies facing
changing circumstances at all times (Stalker et al).
d) Peter M. Blau and Richard W. Scott (1918)
Peter M. Blau was born in Vienna, Austria, in 1918. While Richard W. Scott
has been studying evolution in health care organizations in the San Francisco Bay
Area since World War II until now.
Blau and Scott are considered to have contributed to organizational theory,
especially modern theory, because of their work in the form of a book entitled
Formal Organizations, published in 1962. The sociological analysis is done by
both of them in order to see the major problems that occur in organizational life.
In the book he authored theoretically generalize to help and explain the
structure and dynamics of the organization by conducting comparative studies by
benchmarking the organizations that transform their concepts, then running them.

e) James D. Thompson (1920-1973)

James D. Thompson was born in Indianapolis. According to the organization
formed the core (core) tehnologinya because of the influence of the environment.
All organizations are highly motivated to achieve security stability, clear
orientation and always respond efficiently and effectively in an environment full
of uncertainty.
Thompson argued that the organization must inevitably have to do some
basic things as a necessity, because otherwise the organizational goals will not be
achieved because the organization is expected to produce something, then its
actions should also be reasonable or rational. The concept of rationality imposed
on the organization determines the scope in which the organizational action
should take place.
Thompson's contribution lies in his efforts to show that technology
determines the selection of strategies to reduce uncertainty and that setting
specific structures can reduce uncertainty. He argued that demand for decision-
making and communication as a result of technology increased from mediating
(low) to longlingked (medium) and then to intensive (high).
Coordination in mediating the most effective technology is through rules
and procedures. Longlingked should be accompanied by planning and scheduling.
Intensive technology requires mutual adjusment. Thompson shows that the
interdependence created by technology is important when determining the
structure of an organization.

c. Motivation
1. Understanding Motivation
Motivation is a psychological drive that directs a person toward a goal.
Motivation makes the circumstances within the individual appear, directional, and
maintain behavior. According to Kartini Kartono motivation to be a driving force
(driving force) against someone to want to implement something. The motivations
that exist in each person are not the same, varying from one to the other.
Therefore, knowledge about understanding and the nature of motivation, as well
as the ability of the technique to create the situation, will give motivation /
encouragement for them to act or behave in accordance with what is desired by
other individuals / organizations (Fachrudin et al.2004). Stimulate it to take
actions or something that becomes the basis or reason of a person behaving
(Usman 206).
Motive is defined as the driving force that encourages a person to perform
certain activities to reach the goal, the motive that has been actively called
motivation (Sardiman 1986)). While motivation is a process that can not be
observed, but can be interpreted through the behavior of individuals who bertsah
behavior, so that motivation is the construction of the soul. The position of
motivation is parallel to the content of the soul as the cognition, karsa (konasi),
and the feeling (emotion) which is the tridaya (three power) in man. When the
creativity, intention and sense of belonging to a person, combined with
motivation, can be a power chess or a four-pronged force that can lead an
individual toward a goal and meet a need (Sujanto 2007).

2. Motivation Theories
Contents Theory focuses on the question, "what causes the behavior to
occur and stops." The answer centers on 1) the need, the desire, the impetus that
drives the activity. 2) employee relationships with external and internal factors
that cause them to engage in activities.
Newstron & Davis also provides a pattern of motivation with the
assumption that everyone tends to develop certain patterns of motivation as a
result of the cultural environment in which people live. This pattern is an attitude
that influences the ways people perceive work and live their lives. The four most
important patterns of motivation are achievement, affiliation, competence and
power. The four patterns are identified with the following picture:

Pattern of
Information
Motivation
The urge to overcome the maturity, to move forward to grow, to
Achievement
get the best, to perfection
The urge to bond with others effectively on a social basis,
Affiliates
doronga to get as many friends as possible
The drive to achieve high quality work, the drive to work
Competence
excellence, problem-solving skills, strive to innovate, not to be
outdone by the work of others
Power Encouragement to influence others and situations

a. AH Maslow's Needs Theory

Prominent figures who have contributed a lot to the motivation formula are
Abraham H. Maslow, who developed the hierarchy of needs and succeeded in
formulating a theory that describes human behavior into five types of needs:
1. Physiological needs (physiological needs). This need is the lowest requirement
of man.
2. Before humans want the need on it, this need must be filled first in order to
live normally. The need for safety or security needs. Once the physiological
needs are met, there is a new need that humans demand for safety and
security.
3. Social needs (social needs). Once safety and security needs are met, new
needs arise - group living needs, getting along, making love, getting married
 and having children, working together, becoming a member of the
organization.
4. The need for awards / prestige (esteem needs). Once group needs are met,
new needs arise, namely the need for respect and respect. To meet this need
people usually pray and try to be elevated.
5. Needs self actualization (self actualization needs) (Maslow 1970). Once the
needs of respect are met, then the new needs arise again that is the need for
self-actualization or realization or fulfillment of satisfaction or prestige. An
example of this need is to have something not only because of function but
also because of prestige, optimizing the potential of itself creatively and
innovatively, wanting to achieve a perfect standard of living or the highest
degree, doing creative work, wanting to work yag challenged (Sujanto
2007).

Maslow's hierarchy of needs is based on two assumptions: first, one's needs

depend on what he has. And second, necessity is a hierarchy seen from its
importance.
Maslow's theory has made a valuable contribution to paying attention to the
needs of low-level workers who were previously neglected by the organization.
On the other hand this theory also has weaknesses or deficiencies. Uday Parek
explains nothing in any organization's higher needs arises awaiting the fulfillment
of lower needs. This theory contains weaknesses, among others:
1. It is difficult to prove that human needs follow a hierarchy.
2. There is a different need for each individual, especially at a higher level of
need.
3. The emergence of a higher level of need is not solely attributed to lower
needs, but because of an increase in one's career and position.
4. The needs are so flexible that it is difficult to establish a measure to satisfy
all parties (Parek 1984)
Although this theory has its weaknesses, but it is very useful to explain the
mechanism of one's motivation within an organization.
b. Murray's Theory
Murray assumes that humans have a number of needs that: (a) motivate
them to do, (b) Affiliation, (c) Aggression, (d) Autonomy, (e) Exhibition, (f)
Conscience, (g) Maintaining good relations, (h) Commanding ( (I) Power and, (j)
Understanding (Usman 2006).
The needs expressed by Murray are categorized only. Actually human need
is very much, komplesks and unlimited.

c. Toeri Alderfer
According to Alderfer's theory humans have a need that is abbreviated ERG
(Existence, Relatedness, Growth). Man according to Aldefer in essence wants to
be respected and acknowledged existence (existence), wants to be invited and
involved. In addition, humans as social beings want to relate or interact with other
humans (relations). Humans also want to always increase their lives to perfection
(want to always grow).

d. The Two-factor Theory of Herzberg

This theory was developed by Frederick Herberg together with Bernard
Mausner and Barbara Snyderman. They do research by asking the subject about
when he is most satisfied with his work. Then look for the reasons they are
satisfied. Health factors (extrinsic) are environmental factors that cause
dissatisfaction. The research concludes that there are two factors, namely the
factors of satisfaction and health factors as in the following table (Ibid):

Motivation factor (intrinsic) Health Factors (extrinsic)

1. Achievements 1. Supervision
2. Award 2. Working Conditions
3. The work itself 3. Interpersonal relationships
4. Responsibility 4. Pay and security
 5. Growth and development 5. Company policy

This two-factor hezrberg theory gets criticized, ie its methodology requires

people to look to themselves in the past. Can people realize that they once were
not satisfied? The unconscious factors are not identified in Herzberg's analysis.
Furthermore Korman criticized that with the recent events causing people not able
to recall the most recent working conditions and in the methodology there is an
element of feeling. In addition, this theory is less concerned with testing the
motivational implications and the appearance of the theory.

e. The X and Y Theory of McGregor

The X and Y theories of McGregor developed on the basis of human
characteristics are members of the organization in relation to the appearance of the
organization as a whole and the appearance of the individual in performing his
duties. This theory assumes that the two concepts of X and Y are different, as
shown in the following table19.

Human Type X Human Type Y

1. Lazy learning and work 1. Diligent study and work

2.Want to work if ordered, threatened 2. Work on the basis of self-
and forced awareness, unhappy
supervised and creative
3. Glad to avoid responsibility 3. Responsible
4. Not ambitious and enough to be 4. Ambition
just a subordinate
5. Not having the ability to be 5. Able to control himself /
independent herself to achieve his
organization's goals
(independent)
f. Expectation theory from Lewin and Vroom
Expectation theory (hope) developed by Lewin and applied by Vroom. This
theory has the assumption that, First, humans usually put value on something
expected of his work. Hence, man has a preference sequence among some of the
results he expects. Secondly, an attempt to explain the motivations that exist in the
person other than to consider the results achieved, he also considers the belief that
the person doing the work to contribute to the achievement of the expected goals.
Based on the above assumption vroom develop a theory of motivation, ie
the intensity of someone's motive to do something is a function of value or
usefulness of the results that may be achieved with the perception of the
usefulness of an action in an effort to achieve these results.

g. Mc Clelland's theory
Mc Clelland explores the theory of motivation that is closely related to
learning theory. He argues for many needs derived from culture. The three needs
of Mc Clelland are the need for achievement (abbreviated as n), the need for
affiliation (abbreviated n Aff) and the need for power (abbreviated as P).
Motivation to pepare is an internal drive to overcome all challenges and
obstacles in an effort to achieve goals. Affiliate motivation is the drive to connect
with others or the drive to get friends as much as possible. Motivation in power is
the impulse to influence others to submit to their will.
This theory attempts to explain the achievement-oriented behaviour which is
defined as the behavior which is delivered to the achievement of the standard of
exellent. According to this theory someone who has a high demand of
achievement always has a certain mindset when he plans to do something, that is
considering the work to be done is quite challenging or not. If the job is
challenging then he thinks about the strengths, opportunities and threats that may
be faced in achieving that goal and determine the strategy to be undertaken.
Characteristics of people who have high achievement is the willingness to
assume responsibility as a consequence of his efforts to achieve goals, dare to take
calculated risks, willing to seek information to measure progress, and want the
satisfaction he has done.
The behaviors associated with the three social motives of Mc Clelland
according to those developed by the Achievement Motivation Training Team
(AMT) Massachuset have the following indicators: (1) Responsible for all his
actions, linking himself to his future career or life, not blaming others in Failure,
(2) Trying to find feedback on all his actions, always willing to listen to opinions
of others as input in improving himself. (3) Dare to take risks with calculation
(challenging and materialized), (4) Trying to do something creatively and
innovatively (something new, something that is second to none), many ideas, and
able to realize the flame well. Want to be free to work, less like a system that
limits its movement towards a more positive. The power of your own actions is
not from others. (5) Being chased by time, good at managing the time, which can
be done now, do not delay tomorrow, (6) Work hard and be proud of the results
achieved.

h. Theory of Justice
The theory of justice states that the factors of fairness affecting the wage
system include three dimensions, namely internal dimensions, external
dimensions and individual dimensions. The internal dimension means that each
position or position and individual work is valued by an organization or company
with a rational comparison, from the lowest to the highest. An external dimension
means wages are made by paying attention to the value of the labor market
outside the organization that is able to compete with the individual dimension to
mean the fairness and fairness that individuals perceive with other individuals.

i. Theory of White
According to this theory as quoted by Handoko stated motive money is not a
guarantee to improve human performance because the human need for money
sometimes experience the saturation point so that money is no longer motivate
humans. Besides, the man can refuse money because the tasks charged to him go
beyond his ability.

3. Types of Motivation
According to E. Kusmana and Fachrudin the motivation is divided into two
groups namely: 1. Genuine Motivation, that is motivation to do something or the
impetus to do something that comes naturally to man. 2. Artificial Motivation,
which is the motivation that enters the person either a deliberate effort or by
chance (Fachrudin 2004).
In line with Irianto's opinion, external motivation is any influence with the
intention of generating, channeling or maintaining human behavior (Irianto 1997).
Emphasized by Mulia Nasution, the motivation from the outside is the generator,
regulator, and driver of someone who is directed to achieve the goal (Nasution
2000).
From some opinions above then, clearly motivation is a factor that means in
encouraging someone to move all the potential that exists, creating a high desire
and increase the spirit so that the desired goal can be achieved.
 CHAPTER III
CONCLUSION
From the above description then the authors conclude as follows:
1. Organization is a process of cooperation of two or more people to achieve the
goal effectively and efficiently. So in every orgaisasi contains three elements,
namely cooperation, two or more people and goals to be achieved. There are at
least four parts to building an organizational design, namely the division of
labor, departmentalization, hierarchy and coordination. In the development of
organizational design there are two important things; The first changes in
strategy and environment take place with the passage of time, organizational
design is an ongoing process. Second, changes in the structure include trying
and possible errors in order to organize the organization's design.
While Motivation is the complexity of a person's strengths, wants and needs
that must be met, and all can be directed to provide the power to do in order to
achieve the desired goals.
2. There are several organizational theories: Classical Organization Theory, Neo-
Classical and Modern Organization Theory. Motivational theories include:
Maslow's Theory of Requirement, Murray's theory, Aldelfer theory, X and Y
theory, theory of expectations, Mc Clelland theory, White theory, theory of
justice.
3. Various kinds of motivation there are 2 namely: (1) Original Motivation, the
motivation to do something or the impetus to do something that emerges
 naturally in human beings. (2) Artificial Motivation, which is the motivation
that enters in a person either a deliberate effort or by chance.

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