Organizational Design Hax and Majluf's

Organizational Design Hax and Majluf's (1981) in their article titled "Organizational Design: A Survey and an Approach" provide eight of the most common symptoms of an inadequate organizational structure. This study focuses on how deficiencies in motivation or leadership contribute to the structural problems in organizations (Hax & Majluf, 2001). Abraham Maslow has arguably stated that human need is a psychological or physiological deficiency, which human beings feel that it should be satisfied. Human needs can create tension, which eventually influences work behaviors and attitudes of people.

Maslow developed his theory founded on how he has defined needs proposing that people get motivated through an assortment of needs. Further, he claims that these human needs come in a hierarchy. Maslow's premise implies that if human needs remain unsatisfied, the work behaviors and attitudes can be influenced; people are motivated by unsatisfied needs (Dessler, 2006). According to Maslow, along with learning, attitude, personality and perception, motivation is an integral component in understanding employee behaviors and attitudes.

Organizations should not think that motivation is the only way of explaining employee behavior because it acts and interfaces with the working environment and other processes of mediation. Behavior is easily seen and should not be equated with precipitators of behavior. In restricting the central purpose of motivation, Maslow believes that future research studies should focus on behavior. There are abound definitions of behavior. However, these definitions have similarities such as incentives, goals, aims, wishes, want and desire.

As we have seen the definition provided by Maslow, motivation is a need that activates a person's attitude of behavior. Therefore, motivation processes are grounded on associations among incentives, drives and needs. In this case, the aspect of motivation revolves around three interdependent and interacting elements; incentives, drives and needs (Hax & Majluf, 2001). Researchers have established that motivation is the main factor going into the performance of an employee. Other facets such as working conditions, resources, and ability are not of much importance.

It has been presumed that organizations have run short of motivation for their employees, thus the need of replenishing it periodically. All these indicate that motivation is the underlying factor that encourages employees to perform or not to perform. Ultimately, this explains why organizations that are motivation oriented succeed while those that are non-motivation oriented fail. It is because when employees are motivated, they yield maximum positive results leading to the success of the organization.

Therefore, motivation is goal oriented thus it cannot be placed outside the precincts of any business whether non-profit, profit or private (Dessler, 2006). Because we have recognized the employees' needs, the ultimate success of an organization depends on the ability of the organization to develop sufficient values to compensate employees. Workers should be looked at, from a perspective of non-economic, economic and personal satisfaction. The current business environment is increasingly becoming competitive because employers are pressured to meet the needs of employees.

Failure to this, organizations and employers are poised to lose creative and talented experts. This is because these professionals will leave the organization for those organizations that are willing and ready to meet their demands and needs. This suggests that organizations should adopt appropriate strategies to motivate their workforce, experts and professionals (Hax & Majluf, 2001). According to Maslow, working conditions, wages and salary have become the most common strategies used globally to motivate and retain their workforce especially talented and creative professionals and.