CASE INCIDENT 2. THANKS FOR NOTHING

Case Incident 2. Thanks for Nothing



Case Incident 2. Thanks for Nothing

1.                  It is observed that praise given in a casual and subjective manner would be more likely to have the desired effect. Organizational behavior as well as corporate culture demands that praise be provided in a different manner, such as positive motivators and bonuses, titles or different benefits. TO some managers, praising employees may seem too personal or infantile. It may also be a reflection of favoritism, which is another factor that may lead organization leaders to avoid praise publicly. Verbal praise may be ...