Chapter 1: Cynicism defined page 3

1.1 What is cynicism? page 3

1.2 How and where does it originate? page 4

1.3 Is it a personal matter, or is it situationally determined? page 4

1.4 What are the causes of cynicism? page 5

1.5 What are the effects of cynicism? page 5

Chapter 2: Herzberg's Two Factor Theory of Motivation page 7

2.1 Motivation-Hygiene Theory page 7

Chapter 3: Managing and Minimizing Cynicism page 9

3.2 How are cynicism and motivation related to each other? page 9

3.3 How to manage and minimize cynicism? page 9

Chapter 4: Managing and Minimizing Cynicism , page 11

the Author's point of view

It's often so subtle; we are unaware of it. Yet, like a malignant tumor, it attacks our attitudes, our productivity, creativity, self-esteem and the effectiveness of our organizations. Persistent and insidious, it eats away at the heart and souls of all that come in contact and succumbs to this virus of the mind.

Goldner, F. H., Ritti, R. R., Ference, T. P. (1977). The production of cynical knowledge in organizations. American Sociological Review, 42, 539-551.

Andersson (1996) notes that before an organization can minimize cynicism it must know what causes it. Only if these causal factors can be identified managers will be better able to detect and temper the deleterious effects of employee cynicism. In the meantime, managers should be aware of employees' expectations regarding mutual contractual obligations. "Communicat-ing business realities, allowing employees to take responsibility for their decisions and treat-ing employees with dignity and respect are some of the ways that organizations can meet their contractual obligations" (Andersson, 1996, p.1415).

Mirvis and Kantar (1991) believe that organizations must address increasing cynicism by managing more fairly and operating in an open, honest, straightforward, and particularly, real-istic manner (that is, an authentic manner). Employees must be able to participate in govern-ance, provide regular reality checks to management, have positive role models and perceive an open and honest pay system. Sanford and Mang (1993, p.157) note, "It takes equal effort on the part of operators to overcome patterns, one of the most common being the fear and/or cynicism that this is just another 'program of the month'."

Mirvis, P., and Kanter, D. L. (1989). Combating cynicism in the workplace. National Produc- tivity Review, 8(4), 377-394.

It may seem obvious, but one of the best things the organization can do to prevent employees from becoming cynical is to communicate with them. If downsizing is necessary for the com-pany to stay afloat, be sure that employees understand this. If they hold the economy respon-sible rather then the economy, their negative feelings will not be directed toward the com-pany. In addition, if the situation is temporary, it is important for employees to know this. If they are hopeful about the future, cynical thoughts and feeling are less likely to occur.

One can say that motivation and cynicism are negatively correlated, if motivation goes up cynicism will go down and if cynicism goes up motivation will go down. It's important for organizations to see this relationship in order to be successful.

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Approximate Word count = 4086
Approximate Pages = 16 (250 words per page double spaced)