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Basic Motivation Concepts

BMC a producer of software products, gives top priority to keep talented workers by:

Pay an incentive to designers of new products. Gives a percentage of any sales their products generate, Provides other rewards to top performers/ performing teams. Profit-per-employee is among the highest in the industry.

The company is introducing new products at a breathtaking pace.

Motivation is the process that accounts for an individuals intensity, direction, and persistence of effort towards the attainment of a goal.

Three key elements


Intensity is how hard a person tries Direction is the orientation that helps realize the objective Persistence is a measure of how long a person can maintain his/her effort

Motivated individuals stay with a task long enough to achieve their goal

Imp. Theories of Motivation


Maslows Hierarchy of Needs Theory ERG Theory by Clayton Alderfer Theory x, theory Y -By Douglas McGregor Motivation-Hygiene Theory or Herzbergs Two-factor Theory The Theory of Needs Goal-Setting Theory (Edwin Locke) Equity theory- J.Stacy Adams Expectancy Theory- Victor Vroom

Hierarchy of Needs Theory (Maslow)


Hierarchy of Needs Theory
There is a hierarchy of five needs: physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.

Self-Actualization
The drive to become what one is capable of becoming

Maslows Hierarchy of Needs Theory

the individual is to be healthy and secure.

Deficiency needs - they must be satisfied if

other survival needs. Safety. Security, stability, and protection from physical or emotional harm. Social. Social interaction, affection, companionship, and friendship.

Physiological. Hunger, thirst, shelter and

Maslows Hierarchy of Needs Theory

Growth needs - are related to the

development and achievement of ones potential

Esteem. Self-respect, autonomy,

achievement, status, recognition, and attention Self-actualization. Growth, selffulfillment, and achieving ones potential

Maslows Hierarchy of Needs


Lower-Order Needs
Needs that are satisfied externally; physiological and safety needs

Higher-Order Needs
Needs that are satisfied internally; social, esteem, and self-actualization needs

Self Esteem

Social
Safety Physiological

Assumptions of Maslows Hierarchy


Movement Up the Pyramid
Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied.

Individuals therefore must move up the hierarchy in order.

Maslow Application A homeless person will not be motivated to

meditate!

ERG Theory by Clayton Alderfer

There are three groups of core needs: existence, relatedness, and growth

Existence: Basic material existence requirements. Physiological + safety needs of Maslows Hierarchy

Relatedness: The desire for maintaining important interpersonal relationships. Social + External factor of Esteem need ( status, recognition, and attention)
Growth: An intrinsic desire for personal development. Internal factor of esteem (Self-respect, autonomy, achievement) + Self- Actualization.

ERG Theory demonstrates

1. More than one need may be functional at the same time 2. If the gratification of a higher-level need is stifled, the desire to satisfy a lower-level need increases. (Frustration-regression dimension)(Ex:starving artist who can struggle for growth even if he is hungry.)
ERG theory represents a more valid version of need hierarchy

Theory X Theory Y By Douglas McGregor


Little Ambition

Theory X Workers

Dislike Work

Avoid Responsibility
Self-Directed

Theory Y Workers

Enjoy Work

Accept Responsibility

Theory X

Assumptions

Individuals

Inherently dislike work and will try to avoid it They avoid responsibilities Seek formal direction Place security above all other work-related factors Display little ambition

They must be coerced, controlled, or threatened to achieve goals

Theory Y

Assumptions:

Individuals

View work as being as natural as rest or play Committed to their objectives The individual can learn to accept, even seek, responsibility Individuals have innovative decision-making skills

Individuals will exercise self-direction and self-control

Implications

Theory X assumes that lower-order needs dominate individuals Theory Y assumes that higher-order needs dominate individuals

Proposals of Mc Gregor

Participative decision making Responsible and challenging tasks Good group relations - Maximize motivation

Motivation-Hygiene Theory

Frederick Herzberg asked workers to describe situations in which they felt either good or bad about their jobs
Theory asserts that Intrinsic factors are related to job satisfaction - motivating factors Extrinsic factors are associated with dissatisfaction - hygiene factors

Factors characterizing events on the job that led to extreme job dissatisfaction

Factors characterizing events on the job that led to extreme job satisfaction

Comparison of Satisfiers and Dissatisfiers

Job satisfaction factors are distinct from job dissatisfaction factors


Managers who eliminate job dissatisfaction factors may not necessarily motivate

When hygiene factors are adequate, people will not be dissatisfied; Neither will they be satisfied

To motivate people - emphasize intrinsically rewarding factors

Contrasting Views of Satisfaction and Dissatisfaction

Need for Achievement


(nAch)

The Theory of Needs

Need for Power


(nPow)

Need for Affiliation


(nAff)

David McClelland

Proposed three needs motivate behavior

Need for achievement

Need to excel To achieve in relation to a set of standards, to strive to succeed To make others behave in ways in which they would not have behaved otherwise Desire for interpersonal relationships

Need for power

Need for affiliation

Predictions Based on the Theory

Individuals with a high need to achieve are strongly motivated in situations where

Personal responsibility Feedback Intermediate degree of risk

High achievers are interested in how well they do personally and not in influencing others to do well

The needs for affiliation and power tend to be closely related to managerial success. The best managers are high in their need for power and low in their need for affiliation.

Contemporary Theories of Motivation

Goal-Setting Theory (Edwin Locke)

Goal-setting Theory

Specificity Challenge Feedback Participation

Commitment Self-efficacy Task characteristics Culture

Edwin Locke proposed

Intentions to work toward a goal are a major source of work motivation Goals tell an employee what needs to be done and how much effort is needed

Effective Goal Setting


Specific Goals
Results-Oriented Goals

Challenging Goals

Task Effort

Task Performance

Goal Commitment
Participation in Goal Formation (sometimes)

Chapter Check-up: Motivation

Elizabeths boss starts out the day each morning saying, Bet you wish

you didnt have to be here, huh?


Knowing this, which theory gives us

insight as to why Elizabeth may not


be motivated at work?

Chapter Check-up: Motivation

Elizabeths boss may well be a Theory X manager, as she/he assumes employees dont like work and/or want to be there.

Chapter Check-up: Motivation


If you study really hard and only get a B on an exam, but your classmate barely studies at all and

gets an A, what theory


will help explain why you

feel less motivated to go


to class?

Chapter Check-up: Motivation


What theory would say

that this man, who knows


he works hard and is

performing well, will be


motivated by a gym

membership for being a


high performer?

Chapter Check-up: Motivation

Would a gym membership be considered a motivator or hygiene factor, according to Herzberg? Discuss with a classmate.

Implications(suggestion) for Group Leaders


Know your group members needs Unsatisfied needs motivate or a satisfied need activates movement to a new need level Participative decision making, responsible and challenging tasks and good group relations maximize motivation Allow group members greater responsibility in planning and controlling their work

Implications for Group Leaders

Variables such as education, family background, and cultural environment can alter the driving force that a group of needs holds for a particular individual Train your group members according to their needs or groups need Hard and specific goals-a potent motivating force

Motivation is influenced significantly by relative rewards as well as by absolute rewards Understanding of an individuals goals and the linkage between effort and performance- imp. An individual may be willing and able, there may be obstacles that constrain performance.

Leadership

Mob and its behaviour

Roles of Leaders and Managers


Formulate(prepare) strategy for implementing vision

Establish organizational vision

Implement organizational strategy

Leaders role

Managers role

Leadership is about coping with change

Leaders establish direction by developing a vision of the future They align people by communicating this vision and inspiring them to overcome hurdles

Leadership is defined as the ability to influence a group toward the achievement of goals The source of this influence may be Formal Informal

Organizations need strong leadership and strong management for optimum effectiveness

LEADERSHIP THEORIES

Trait Theories Behavioral Theories Contingency Theories Neo-charismatic Theories Contemporary Issues in Leadership

Traits consistently associated with leadership


Ambition and Energy Honesty and Integrity Desire to Lead SelfConfidence Job-Relevant Knowledge

Intelligence

Trait Theories of Leadership

Margaret Thatcher

Confident Iron-willed Determined Decisive

Leadership Traits Extraversion

Conscientiousness
Openness Emotional Intelligence

Limitations of Trait Theory

No universal traits found that predict leadership in all situations Ignores situational factors Fails to clarify the relative importance of various traits Unclear evidence of the cause and effect of relationship of leadership and traits

Behavioral Theories

A conception that leadership is best understood in terms of the actions taken by an individual in the conduct of leading a group.
Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.

The Managerial Grid


9 Country (1,9) club management
8
Concern for People

(9,9)

Attention to needs of 7 people,satisfying 6 relationships,comfortable friendly organisation 5


4 3 2 1

Team management High on both. Best style.


(5,5)Organization

management Impoverished management Balancing work and morale Authority-obedience Minimum effort to get at satisfactory level required work done Efficiency of operations, human appropriate to sustain elements interference minimum organisational membership (9,1) (1,1)
1 2 3 4 5 6 7 8 9
Concern for Production

Contingency Theories

Contingency Theories
Uncertain because of uncontrollable circumstances Possible but not certain to occur Determined by conditions or circumstances not yet established

Contingency Theories
Path-Goal Theory Leader-Participation Model Sometimes Leadership is irrelevant

The Path-Goal Theory

Developed by Robert House

The leader support followers in attaining their goals and provides the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the firm

Identified four leadership behaviors Directive Supportive Participative Achievement-oriented

Leadership Behaviors

Directive leadership

Friendly and shows concern for the needs of followers. Consults with followers and uses their suggestions before making a decision.

Supportive leadership
Participative style

Lets followers know what is expected of them, schedules work to be done, and gives special guidance as to how to accomplish tasks.

Sets challenging goals and expects followers to perform at their highest level.

Achievement -oriented leader

The Path-Goal Theory

Predictions based on Path-Goal Theory

Directive leadership

leads to greater satisfaction when tasks are ambiguous or stressful perceived as redundant among employees with high perceived ability or with considerable experience

Supportive leadership results in high employee


performance and satisfaction when employees are performing structured tasks

Employees with an internal locus of control will be more satisfied with a participative style
Employees

achievement -oriented leader

high

on

achievement

need

will

prefer

Identifies five leadership behaviors:


The leader makes the decision alone. The leader asks for information from group members but makes the decision alone.

Group members may or may not be informed about the decision.

The leader shares the situation with each group member and asks for information and evaluation.

Members do not meet as a group, and the leader makes the decision.

The leader and group members discuss the situation, but the leader makes the decision.
The leader and group members discuss the situation, and the group makes the decision.

Leadership may not always be important


Individuals Job Organizational variables can act as substitutes for leadership or neutralize the leaders effect.

Neo-charismatic Theories

Charismatic leadership Visionary leadership Transformational leadership

Charismatic leadership
Followers make attribution of heroic or extraordinary abilities when they observe certain behaviors.

Vision and Articulation

Personal Risk

Charismatic

Leaders

Sensitivity to Environment

Sensitivity to Followers

Unconventional Behavior

How Charismatic leaders influence followers ?


State the vision Communicate Conveys new set of values Makes self sacrifices

Can people learn to be charismatic leaders? Individuals can be trained to exhibit

charismatic behaviors. needs to develop the aura of charisma by maintaining an optimistic view. draws others in by creating a bond that inspires others to follow. brings out the potential in followers by tapping into their emotions.

Followers of these leaders have


higher task performance task adjustment adjustment to the leader and to the group

Charisma appears to be most appropriate when


the followers task has an ideological component or when the environment involves a high degree of stress and uncertainty

Transformational Leadership
Transformational leaders inspire followers to rise above their own self-interests for the good of the organization and society

Transformational Leadership
A conception that leadership is the process of inspiring a group to pursue goals and attain results.

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Transformational Leadership

Transformational leaders behave in ways to achieve superior results by using one or more of the four components of transformational leadership. Idealized Influence. Inspirational Motivation. Intellectual Stimulation. Individualized Consideration.

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Idealized Influence The transformational leaders behave in ways that make them role models for their followers. The leaders are admired, respected and trusted. Followers identify with the leaders and want to emulate them; leaders are endowed by their followers with extraordinary capabilities, persistence and determination.

Transformational Leadership

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Transformational Leadership

Inspirational Motivation Transformational leaders behave in ways that motivate and inspire those around them by providing meaning and challenge to their followers' work Leaders get involved in envisioning attractive future states; they create clearly communicated expectations that followers want to meet.

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Transformational Leadership

Intellectual Stimulation Transformational leaders stimulate their followers efforts to be innovative and creative by questioning assumptions, reframing problems and approaching old situations in new ways. New ideas and creative problem solutions are solicited from followers, who are included in the process of addressing problems and finding solutions.

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Transformational Leadership

Individualized Consideration Transformational leaders pay special attention to each individual followers need for advancement and growth by acting as a coach or mentor. Followers and colleagues are developed to successively higher levels of potential. Individuals differences in needs and desires are recognized, and the leaders own behavior demonstrates acceptance of those differences.

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Contemporary Leadership Roles: Providing Team Leadership


Team Leadership Roles
Act as liaisons with external constituencies Serve as troubleshooters Managing conflict

Coaching to improve team member performance

Contemporary Leadership Roles: Mentoring


Mentoring Activities Mentor
A senior employee who sponsors and supports a less-experienced employee Present ideas clearly Listen well

Empathize
Share experiences Act as role model

Share contacts
Provide political guidance

Contemporary Leadership Roles: SelfLeadership


Self-Leadership
A set of processes through which individuals control their own behavior.

Creating Self-Leaders
Model self-leadership Encourage employees to create self-set goals

Encourage the use of self-rewards


Create positive thought patterns

Create a climate of selfleadership


Encourage self-criticism

Online Leadership

Leadership at a Distance: Building Trust

The lack of face-to-face contact in electronic communications removes the nonverbal cues that support verbal interactions. There is no supporting context to assist the receiver with interpretation of an electronic communication. The structure and tone of electronic messages can strongly affect the response of receivers.

An individuals verbal and written communications may not follow the same style.
Writing skills will likely become an extension of interpersonal skills

A consultant estimates
probably another theres

15% of managers are natural team leaders

15% could never lead a team

that huge group in the middle, but they can learn it

How to become an effective team leader


Learning skills such as:

share information trust others give up authority understand when to intervene

Effective leaders have mastered the balancing act of knowing when to leave their teams alone and when to intercede

Chapter Check-up: Leadership


Julie spends time with each subordinate and knows their development plans for the next five years. Julie exhibits _.
Inspirational Motivation Unconventional Behavior Individualized Consideration Full Range Leadership Charismatic Leadership

Chapter Check-up: Leadership


If your leader skips down the hall, which theory suggests the type of leader she or he is?
Transformational Transactional

Level 5
Full Range Charismatic
Your leader is exhibiting unconventional behavior, which is something charismatic leaders do.

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