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nancial incentives help together in bringing motivation and zeal to work in a concern' (Management Study, 2009). For example, linking increasing wages to improving working environment or hold activities after working is a functional way to motivate bottom workers and high level employees. Figure 2 shows a model of ideal combinational operation in a firm.

Figure 2:理想组合方法的模型-Figure 2: The Model of Ideal Combinational Method

Source: from Derek Stock ley (n.d)

Moreover, as a non-financial method for motivating employees, training is efficient in improving their abilities and getting more professional knowledge. Another useful method is doing researches between employees to make sure what they need. 'Staff surveys are usually very helpful in establishing whether staff in your company is motivated and therefore performing to best effect'(Business Balls, 2009)

All in all, doing business is a complex process, which needs different directions of information to make strategies. Motivation is one of the most important elements for the operation of a company. Financial and non-financial methods of motivation have different functions in work places. Furthermore, non-financial methods, such as enriching jobs and empowerment to motivate white collar workers could be used more efficiently for managers to avoid defects of non-financial and financial methods. That is, decision makers should be more careful in this area by making a best use of motivation theories and in a practical way.

Except for motivation, the situational leadership theory is one of an important theory in the leadership (Bratton et al 2007), which was developed by Paul Hersey and Kenneth Blanchard. 'Leadership style is the manner and approach of providing direction, implementing plans, and motivating people' (U.S. Army Handbook, 1973). A good leader uses all of three styles, because in different kinds of case they need to use different leadership styles, in order to succeed (The Performance Juxtaposition Site, 1997). According to Paul Hersey and Kenneth Blanchard (1969), 'the leader's behavior should be adjusted to the mature level of the followers'. In addition, they sorted the styles of leadership into four behavior types, which include telling, selling, participating and delegating.

Figure 3:情境领导模式-Figure 3: The situational Leadership model

Source: From Organizational development training [on line] (n.d) Leadership Skills

Figure 4:将领导风格进行分类-Figure 4: Categorizing Leadership styles

Source: Bratton, J., Callinan, M., Forshaw, C., and Sawchuk, P (2007). Work and Organizational Behavior (Palgrave macmillan 2007), 140

Telling style is the first type of situational leadership, which is similar to the autocratic style that control employees very closely and without consulting (Hall et al, 2004). Telling style is defined as a conception that the leader makes the important decisions and telling follower to do the roles and tasks (Money-zine, n.d). In addition, this style is suitable for a new environment for the employees who can be motivated by learning new skills (The Performance Juxtaposition Site, 1997). According to figure 3 and 4, telling style is used for employees who are unable and unwilling to achieve their work. This means the characteristics of telling style are high task behavior a