according to Frederick Herzberg, the presence of motivators results in?
959077
Herzberg's theory of motivation and Maslow's hierarchy of needs \nhttp://pareonline.net/getvn.asp?v=5&n=11
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self-motivation\nrespect for the feelings of others
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Just like values affect friendship, people that have the same values as the owners will work better with them than ppl that dont.
138877
YES, do not confuse enthusiasm with fanaticism. Remember David korash, Jim Jones, Charles Manson,cults during the 60s &70s and many others through the years.\n\nBlubla
130183
Motivating workers to do it.\nAccuracy.\nReconciliation.
402206
the more the goal is attainable, or percieved to be attainable, and, the person has a method or process for attaining it, especially if they make it fun(enjoyable) for themselves the more likeley they are to overcome setbacks and frustrations that are bound to happen, without giving up.
518105
unmotivated people.  I have encountered people that I once thought were dumb but given the opportunity and platform to voice there opinions were actually much brighter than once anticipated.  We have to understand that a lot of people out there have either a lot of book sense or a lot of common sense but unfortunately don't have a very good mix of both.  I err on the side of common sense but when motivated can be very intellectual or better put will showcase my knowledge.  So I definitely think this is a motivational issue.  And if it is money that is the motivational factor which I suspect it very well is in most situations then until some is paid what he/she feels they are worth you won't see their true abilities.  To a side note though,  I do feel that too many people get jobs based on who they know rather than what they know.  Welcome to the spectrum- where does your light shine though?
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Great leaders don't sit around telling others what to do. They motivate by example.\n\nIndependent thought.\nA sense of responsibility.\nThey are willing to accept the consequences of their actions.\nThey LISTEN and CONSIDER, then make their own choices.\nThey want to see others succeed, as well as themselves.\nThey don't quit. They don't give up.\nThey learn from their mistakes instead of whining about them.\n\nThe two best examples of these traits I can think of would mean nothing to you; they are friends of mine.
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The desire for freedom and self-determination was THE influence!  One only has to obey one axiom in all of life - survive.  They did that.  Not to the highest standards in all cases but they did it nonetheless.  That survivability comes out of desire.
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Managers and leaders are two very different types of people. Managers' goals arise out of necessities rather than desires; they excel at defusing conflicts between individuals or departments, placating all sides while ensuring that an organization's day-to-day business gets done. Leaders, on the other hand, adopt personal, active attitudes toward goals. They look for the opportunities and rewards that lie around the corner, inspiring subordinates and firing up the creative process with their own energy. Their relationships with employees and coworkers are intense, and their working environment is often chaotic. In this article, first published in 1977, the author argues that businesses need both managers and leaders to survive and succeed. But in the larger U.S. organizations of that time, a "managerial mystique" seemed to perpetuate the development of managerial personalities--people who rely on, and strive to maintain, orderly work patterns. The managerial power ethic favors collective leadership and seeks to avoid risk. That same managerial mystique can stifle leaders' development--How can an entrepreneurial spirit develop when it is submerged in a conservative environment and denied personal attention? Mentor relationships are crucial to the development of leadership personalities, but in large, bureaucratic organizations, such relationships are not encouraged. Businesses must find ways to train good managers and develop leaders at the same time.
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Yes, there are many of them; you might consider the heros of quantum mechanics: Schroedinger, Heisenberg and Planck to have simply begun careers on a normal timeframe.  Additionally, you might consider that most scientists do not become extremly famous, but that does not mean that they have not become accomplished in their field.  If you consider all non-famous, but accomplished, scientists, you're looking at a very large set of people.
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Greed and selfishness. Loneliness and the need for attention.
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They can be both a positive and negative influence to a culture.  It all depends on what side you're on.  As long as they are focused on the needs of others, they are usually fine, but if their desires are only for the embetterment of themselves, they can be a problem.
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the question is what motivates them?
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In the 'Godfather' a non-financial motivator was "Make him an offer he can't refuse".  This is certainly non-financial.\n\nThe motivation to do something comes from something other than monetary gain, like staying alive.
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Yes you are right. Incentive plans are for \nshort term results.\nShow them a future for their life/ca rear on\na long time basis.\nSecurity, recognition,future prospects are \nthe real motivation  for higher retentivity.
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i think that it means that great minds actually fulfill their dreams, wishes, etc. But other people only wish, they do not have the willpower or the ability to do what they want to.\n\nThis is just a guess.